Management Learning最新文献

{"title":"Sailing through the storm: Improvising paradox navigation during a pandemic.","authors":"Patrick Lê,&nbsp;Camille Pradies","doi":"10.1177/13505076221096570","DOIUrl":"https://doi.org/10.1177/13505076221096570","url":null,"abstract":"<p><p>Despite rich depictions of paradox navigation strategies, and the recognition that they are fraught with uncertainty, research reveals relatively little about how leaders navigate paradoxical tensions when improvising in the face of highly unpredictable and quickly evolving events. We conducted a narrative study of how French President Macron navigated the tension between the paradoxical poles of \"saving lives\" and \"preserving life as usual\" during the pandemic. Our article surfaces three central elements that form a model of improvised paradox navigation in stormy conditions: turning points, fog of uncertainty, and chaotic learning. Our model contributes to paradox theorizing by shedding light on paradox navigation in highly turbulent environments and has implications for management learning and improvisation.</p>","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"56-76"},"PeriodicalIF":2.4,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10076961/pdf/10.1177_13505076221096570.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9327616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Power, politics and improvisation: Learning during a prolonged crisis.","authors":"Stefan Meisiek, Bonnie Rose Stanway","doi":"10.1177/13505076221119033","DOIUrl":"10.1177/13505076221119033","url":null,"abstract":"<p><p>The COVID-19 pandemic has caught most organizations off guard. They have had to adapt their operations rapidly, and with the pandemic persisting, continuously improvise. While such an external jolt to organizations might unsettle operations, it does not remove the fact that organizations are sites of power relations and political activity. In this article, we examine the influence of power and politics on learning from improvisation, through a qualitative longitudinal case study of an Australian university during COVID-19. We trace improvisations with the use of the social media platform WeChat, which was eventually adopted, after several changes in forms of improvisation, as part of the response to the COVID-19 pandemic. Our study contributes to the literature on learning from improvisation, and explains how different forms of improvisation morph into one another under the simultaneous influence of power relations and learning.</p>","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"14-34"},"PeriodicalIF":2.4,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9482874/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41902966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Character-enabled improvisation and the new normal: A paradox perspective.","authors":"Dusya Vera, Mary M Crossan","doi":"10.1177/13505076221118840","DOIUrl":"10.1177/13505076221118840","url":null,"abstract":"<p><p>The COVID-19 pandemic has amplified and exacerbated organizational paradoxes felt by individuals largely because of the nostalgia individuals feel for the \"old\" normal while facing the need to let go in order to create a \"new\" normal. We position improvisation as a synthesis-type approach to working through the paradoxes of the pandemic. Furthermore, we look at individual differences that underpin the ability to improvise, and identify that it is the strength of character and character-based judgment of the individual that enables the enactment of a focal context, the choice to improvise, and the act of effectively improvising to work through paradoxes. Linking character to improvisation, and, vice versa, improvisation to the development of character, reveals the importance of dimensions such as courage, humility, temperance, transcendence, humanity, and collaboration in the practice of improvisation.</p>","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"77-98"},"PeriodicalIF":2.8,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9478631/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47112489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Scaling up and scaling down: Improvisational handling of critical work practices during the COVID-19 pandemic","authors":"Martina Berglund, Ulrika Harlin, Mattias Elg, Andreas Wallo","doi":"10.1177/13505076221137980","DOIUrl":"https://doi.org/10.1177/13505076221137980","url":null,"abstract":"The aim of this article is to explore improvisational handling of critical work practices during the COVID-19 pandemic and interpret these practices from a learning perspective. Based on an interview study with representatives of private, public and intermediary organisations, the study identified three different types of improvisational handling as responses to the pandemic crisis involving ‘scaling up’ and ‘scaling down’ critical work practices. By ‘scaling up’ and ‘scaling down’, we refer to practices for which, due to the pandemic, it has been imperative to urgently scale up an existing operational process or develop a new process, and alternatively extensively scale down or cease an existing process. The types of improvisational handling differed depending on the discretion of involved actors in terms of the extent to which the tasks, methods and/or results were given beforehand. These types of improvisational handling resulted in temporary solutions that may become permanent after the pandemic. The framework and model proposed in the article can be used as a tool to analyse and learn from the changes in work practices that have been set in motion during the pandemic. Such learning may improve the ability to cope with future extensive crises and other rapid change situations.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45315144","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Be(com)ing other-oriented: Mindfulness-trained leaders’ experiences of their enhanced social awareness","authors":"Laura Ilona Urrila, Liisa Mäkelä","doi":"10.1177/13505076221136923","DOIUrl":"https://doi.org/10.1177/13505076221136923","url":null,"abstract":"The potential significance of mindfulness for social relations at work has been recognized in the recent management literature, yet a thorough investigation has been lacking into how mindfulness may help leaders tap into their other-orientation. In this study, we examine whether and how mindfulness training contributes to the development of leaders’ social awareness by studying the experiences of 62 leaders who participated in an 8-week-long mindfulness training program. Our study contributes to the literature on management learning and mindfulness in leadership in three ways. First, it identifies how the leaders who participated in mindfulness training see themselves developing toward becoming more socially aware in situations involving followers across the three interlinked domains of human functioning—the cognitive, affective, and behavioral—clarifying mindfulness as an interpersonal phenomenon. Second, it highlights mindfulness as a value-based developmental practice instead of merely a personal stress reduction and attention-enhancement technique. Third, it proposes mindfulness training as a viable approach to enhance leaders’ social awareness through a combination of a formal program and continuous self-development, departing from the views of mindfulness as a “quick fix.” It also provides a conceptual framework that illustrates the pathway with the potential to build social leadership capacity.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47001406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Book Review: Leadership in Game of Thrones","authors":"Federica De Molli","doi":"10.1177/13505076221137167","DOIUrl":"https://doi.org/10.1177/13505076221137167","url":null,"abstract":"","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"282 - 284"},"PeriodicalIF":2.4,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46959097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Academic work and imagination: Reflections of an armchair traveler","authors":"J. Tienari","doi":"10.1177/13505076221136932","DOIUrl":"https://doi.org/10.1177/13505076221136932","url":null,"abstract":"In this paper, I offer an autoethnography of academic work and imagination. I write as an “armchair traveler” who joins others in research endeavors that they have initiated. Imagination takes center stage in what I do: I use my imagination in analyzing empirical materials and in theorizing and writing meaningful research. Together with others, I engage in studies where I am close to the subject of inquiry and feel sameness, but also in research that for me is grounded in difference and otherness. Through my autoethnography, I elucidate the potential and limits of imagination in different research initiatives. Reflecting on my experiences and learning, I discuss how imagination relates to ethico-politics in doing research. I argue that imagination thrives in small acts of generosity in research collaboration, which harbor a sense of togetherness and solidarity. This has implications for understanding academic work that is obsessed with performance in publishing.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43435790","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Challenging the hidden curriculum: Building a lived process for responsibility in responsible management education","authors":"P. Hibbert, A. Wright","doi":"10.1177/13505076221132981","DOIUrl":"https://doi.org/10.1177/13505076221132981","url":null,"abstract":"This essay argues that conceptualisations of responsibility in the responsible management education literature are generally superficial or unstated. We propose that this leads to practical understandings of responsibility being drawn from the hidden curriculum of socialised learning in the background of formal educational contexts. To disrupt this and enable critical thought and action, we argue for the integration of three perspectives that can be combined in a dynamic, lived process. First, we suggest that evidence-based management challenges us to seek out evidence to inform responsible management practice in ways that are thoughtful, critical and reflexive. Second, we argue that an interpretive approach employing philosophical hermeneutics connects responsibility to situated judgement about how we should interpret evidence available to us in the context of lived human experience in dialogue with others. Third, deconstruction reveals (aspects of) the ways in which the hidden curriculum constructs responsibility in the context of responsible management education texts and talk – and helps us to remain open to other possibilities. We integrate these three perspectives to arrive at a definition of responsibility as a lived process with implications for students, educators and the institutions they inhabit.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"418 - 431"},"PeriodicalIF":2.4,"publicationDate":"2022-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45609155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"I, strategist","authors":"Alex Wright","doi":"10.1177/13505076221122835","DOIUrl":"https://doi.org/10.1177/13505076221122835","url":null,"abstract":"An autoethnography is offered of a head of an academic department and middle manager writing a strategic plan he did not believe was necessary or would have any beneficial effects on colleagues wit...","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"35 4","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138509047","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"On forgiveness and letting go","authors":"M. Śliwa, Ajnesh Prasad","doi":"10.1177/13505076221132947","DOIUrl":"https://doi.org/10.1177/13505076221132947","url":null,"abstract":"In the aftermath of the COVID-19 pandemic, we have become acutely aware of the need to express and foster care for others – our students and our colleagues – as well as engage in self-care for ourselves. It has been well established in extant research that the working conditions and job characteristics in contemporary academic settings can be conducive to burnout (Watts and Robertson, 2011; Wray and Kinman, 2021), and that academics’ well-being (Prasad, 2022; Richards et al., 2016) and health (Berg et al., 2016; Hurtado et al., 2012) – and, in particular, mental health (Guthrie et al., 2017; Padilla and Thompson, 2016; Urbina-Garcia, 2020) – are often negatively affected as a result of stress related to increasing workloads, audits, performance management and metrics (Morrish, 2019; Morrish and Priaulx, 2020). In order to survive and thrive in academia, we urgently need to establish a new ethic of care – one which meaningfully attends to the needs of each other and ourselves. In the context of business schools, critical management scholars have highlighted the need for us to ‘relate to each other in accordance with an ethics of care’ (Butler et al., 2017: 474). Indeed, there are plenty of real-life examples of caring about, supporting and helping each other, both through ‘institutionalised’ channels – for instance, through professional development workshops held at conferences – and in more informal ways – in and through our daily working practice of ontological empathy (Prasad and Śliwa, 2022). Supporting another person and showing that they are cared for has benefits not only for the supported individual but also for the one who does the supporting. Indeed, being kind to the other is truly rewarding for the giver of kindness. And it is not, actually, that difficult. We are usually well capable of empathising with someone whom a party – either a specific person or, more generally, the ‘organisation’ – has treated unfairly and harmed. We do not wish to be apathetic bystanders; we want to, and often do choose to, stand on the side of equity and justice. There is, however, a caveat here: it is quite easy to empathise with someone when our own ego and professional interests are not at stake; when we are not directly involved as an injurious actor, in a situation in which someone else has been hurt or mistreated. When a colleague tells us about something bad that has happened to them and about someone else having done them wrong, we rarely question what they are","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"53 1","pages":"753 - 756"},"PeriodicalIF":2.4,"publicationDate":"2022-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48620280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}