Management Learning最新文献

{"title":"Reinventing intellectual craftsmanship through book reviews","authors":"Ziyun Fan, Caterina Bettin","doi":"10.1177/13505076231152410","DOIUrl":"https://doi.org/10.1177/13505076231152410","url":null,"abstract":"Book review editors across management journals have long argued that the under-appreciation of books is the outcome of academic work being increasingly subjected to quantifiable metrics (e.g. Suddaby and Trank, 2013), and the instrumentalization of career progression (e.g. Lindebaum et al., 2018). While we are in deep agreement with them, the rising dominance of journal rankings, such as FT50 and the chartered association of business schoools’ academic journal guide, has increasingly marginalized books and, concomitantly, book reviews. As such, we want to make a different argument here for books: rather than criticizing such career progression, we stress that to craft one’s career, one cannot do it without books; to realize and actualize one’s intellectual potentialities, one cannot do it without books; and to capture one’s intellectual opportunities, one cannot do it without books. In this sense, books are ‘a choice of how to live as well as a choice of career’ (Mills, 1959: 196) located at the centre of our ‘selves’ and involved in every intellectual product we cultivate. To say one ‘has experience’ for career cultivation, would mean that their intellectual accumulation in the past has shaped their present and influences their capacity to future experience. Mills (1959) called this ‘intellectual craftmanship ’ within which books play a reflective and engaging role in constructing characters and qualities of our craft of career and, in turn, of ourselves as craftsmen – whether we realize it or not. Drawing upon the commitment of Management Learning to critique and to engage in thoughtprovoking discourse, to reinvent intellectual craftsmanship through book reviews is to keep moving book reviews away from descriptive summaries and passive outlines into a form of stimulating engagement with the book. This engagement is a collective process of crafting ways and possibilities to voice, scrutinize, share and celebrate the potentialities of management and organization studies scholarship. We might be researchers, practitioners and/or users of phenomena and practices focused on in a book. The communicative performativity of book reviews enables us as readers in different roles or from different perspectives to interpret how authors interpret a particular reality, even if they might have lived centuries ago and many miles away. At the same time, it enables us as authors to be interpreted differently and inspired by such differences. The performativity of book reviews is generative in cultivating alternative sensemaking and the multiple being of ourselves as intellectual craftsmen.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46171277","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":"Learning to manage as learning to fail: The lessons of running","authors":"R. Warhurst, Kate Black","doi":"10.1177/13505076221150791","DOIUrl":"https://doi.org/10.1177/13505076221150791","url":null,"abstract":"Management learning aims to ensure managerial success and while failure is acknowledged, learners are encouraged to adopt a growth mindset and to bounce back from failure. However, the complexity of contemporary managerial work and the degradation of the managerial labour process mean that managers increasingly experience failures. Managers therefore need to learn not merely from failure but to learn to tolerate failure, that is, to fail well. The article differentiates types of failures and focuses on intractable failures that leave managers feeling inadequate and that corrode their sense-of-self. Therefore, an affective and embodied identity-based understanding of managerial failure is developed and an empirical case study of managers who engage in the most popular managerial sporting activity, running, is used to theorise the process of learning to fail-well. The mixed-methods empirical study using artefact elicitation participant data and autoethnographic authorial data is detailed and suggestions for more reflexive managerial education are advanced.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2023-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47066312","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":"Pandemic, power and paradox: Improvising as the New Normal during the COVID-19 crisis.","authors":"Ace Volkmann Simpson, Alexia Panayiotou, Marco Berti, Miguel Pina E Cunha, Shireen Kanji, Stewart Clegg","doi":"10.1177/13505076221132980","DOIUrl":"10.1177/13505076221132980","url":null,"abstract":"<p><p>The global COVID-19 pandemic made salient various paradoxical tensions, such as the trade-offs between individual freedom and collective safety, between short term and long-term consequences of adaptation to the new conditions, the power implications of sameness (COVID-19 was non-discriminatory in that all were affected in one way or another) and difference (yet not all were affected equally due to social differences), whereas most businesses became poorer under lockdown, others flourished; while significant numbers of workers were confined to home, some could not return home; some thrived while working from home as others were challenged by the erosion of barriers between their private and working lives. Rapid improvisational responding and learning at all levels of society presented itself as a naturally occurring research opportunity for improvisation scholars. This improvisation saw the arrival of a 'New Normal', eventually defined as 'learning to live with COVID-19'. The five articles in this special issue capture critical aspects of improvisation, paradoxes and power made salient by the COVID-19 pandemic in contexts ranging from higher-education, to leadership, to medical care and virtue ethics. In their own ways, each breaks new ground by contributing novel insights into improvisation scholarship.</p>","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":null,"pages":null},"PeriodicalIF":2.8,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9679327/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41862805","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":"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}