Pub Date : 2022-09-15DOI: 10.1177/13505076221112713
M. Knudsen, M. Larsson, M. Mogensen
This article explores the relationship between management and leadership development and leadership practice. Critical studies of management and leadership development programmes have mainly focused on such programmes as spaces for identity work and/or identity regulation. This article extends the literature by investigating the notion of organisation, the organisational view, in a large management and leadership development programme and how it works as a source of authority for the participating managers. Our inquiry is based on ethnographic studies of both an in-house management and leadership development programme in a large Danish public organisation and of the managerial practice of six participating managers. Drawing on a communicative constitution of organisations perspective, we analyse how the management and leadership development programme (re)produces a unitarist organisational text, an organisational view that assumes the members of the organisation have the same goals and perspectives. We further analyse how this organisational text shapes the authority relationships that managers engage in in their leadership practice. The article demonstrates how the unitarist organisational text fails in authorising participating managers as it clashes with the plurality of perspectives and interests in the organisation and is not recognised as a source of authority by employees and collaborators.
{"title":"Authorising managers in management development?","authors":"M. Knudsen, M. Larsson, M. Mogensen","doi":"10.1177/13505076221112713","DOIUrl":"https://doi.org/10.1177/13505076221112713","url":null,"abstract":"This article explores the relationship between management and leadership development and leadership practice. Critical studies of management and leadership development programmes have mainly focused on such programmes as spaces for identity work and/or identity regulation. This article extends the literature by investigating the notion of organisation, the organisational view, in a large management and leadership development programme and how it works as a source of authority for the participating managers. Our inquiry is based on ethnographic studies of both an in-house management and leadership development programme in a large Danish public organisation and of the managerial practice of six participating managers. Drawing on a communicative constitution of organisations perspective, we analyse how the management and leadership development programme (re)produces a unitarist organisational text, an organisational view that assumes the members of the organisation have the same goals and perspectives. We further analyse how this organisational text shapes the authority relationships that managers engage in in their leadership practice. The article demonstrates how the unitarist organisational text fails in authorising participating managers as it clashes with the plurality of perspectives and interests in the organisation and is not recognised as a source of authority by employees and collaborators.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47593445","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}
Pub Date : 2022-09-15DOI: 10.1177/13505076221116991
C. Mailhot, Marc D. Lachapelle
This article builds on the pragmatist approach of Grand Challenges to derive pedagogical strategies for management education, especially for courses that aim to prepare students to face the unprecedented context of multi-crises. The notion of Grand Challenges, used to frame the multiple problematic situations that characterize the context, echoes the flourishing literature on responsible management learning and education, which claims an urgent need to rethink management education to deal with issues of increasing inequality, human rights, and climate change. The responsible management learning and education literature encompasses three pedagogical approaches, including a pragmatist approach. We rely on Dewey’s pragmatist philosophy of education to enrich this approach and develop pedagogical strategies for preparing students to intervene in the context of Grand Challenges. We suggest a view of knowledge as tool for transformation and of the classroom as a community of inquiry working to intervene in problematic situations. We illustrate the strength of these pedagogical strategies through an account of an educational experience in a course of Design and Management of Social Innovation.
{"title":"Teaching management in the context of Grand Challenges: A pragmatist approach","authors":"C. Mailhot, Marc D. Lachapelle","doi":"10.1177/13505076221116991","DOIUrl":"https://doi.org/10.1177/13505076221116991","url":null,"abstract":"This article builds on the pragmatist approach of Grand Challenges to derive pedagogical strategies for management education, especially for courses that aim to prepare students to face the unprecedented context of multi-crises. The notion of Grand Challenges, used to frame the multiple problematic situations that characterize the context, echoes the flourishing literature on responsible management learning and education, which claims an urgent need to rethink management education to deal with issues of increasing inequality, human rights, and climate change. The responsible management learning and education literature encompasses three pedagogical approaches, including a pragmatist approach. We rely on Dewey’s pragmatist philosophy of education to enrich this approach and develop pedagogical strategies for preparing students to intervene in the context of Grand Challenges. We suggest a view of knowledge as tool for transformation and of the classroom as a community of inquiry working to intervene in problematic situations. We illustrate the strength of these pedagogical strategies through an account of an educational experience in a course of Design and Management of Social Innovation.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45344106","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}
Pub Date : 2022-09-15DOI: 10.1177/13505076221111399
Joana Pais Zozimo, A. N-Yelkabong, N. Lockett, L. Dada, Sarah L. Jack
This article contributes to extending the current conceptualisation of entrepreneurial learning by challenging the assumption that entrepreneurial learning is solely embodied in the entrepreneur. Entrepreneurial learning is an emergent trend that involves a developmental approach to learning in acting on opportunities and experiences. We apply a social practice theory to entrepreneurial learning to advance understanding of the value of entrepreneurial thinking towards informal, experiential and aspirational learning. We position entrepreneurial learning within the social learning and social practice literature in the (1) alternative formats to formal learning, and (2) implications of entrepreneurial learning, as a social practice, for management learning and entrepreneurship education research. Based on a qualitative empirical analysis of a co-created entrepreneurial learning programme for ‘Stimulating Entrepreneurial Thinking in Scientists’, this study shows that entrepreneurial thinking can be expanded beyond the entrepreneur, and developed by others such as science, technology, engineering and mathematics scientists. With the drive for individuals to become entrepreneurial in their everyday practices, our study contributes towards extending the conceptualisation of entrepreneurial learning through insights from social practice theory. In addition, by understanding the value of entrepreneurial thinking, particularly via non-formal and informal approaches to learning, our research expands underexposed issues of entrepreneurial learning across diverse audiences, contexts and disciplines.
{"title":"Beyond the entrepreneur: A study of entrepreneurial learning from a social practice perspective working with scientists in West Africa","authors":"Joana Pais Zozimo, A. N-Yelkabong, N. Lockett, L. Dada, Sarah L. Jack","doi":"10.1177/13505076221111399","DOIUrl":"https://doi.org/10.1177/13505076221111399","url":null,"abstract":"This article contributes to extending the current conceptualisation of entrepreneurial learning by challenging the assumption that entrepreneurial learning is solely embodied in the entrepreneur. Entrepreneurial learning is an emergent trend that involves a developmental approach to learning in acting on opportunities and experiences. We apply a social practice theory to entrepreneurial learning to advance understanding of the value of entrepreneurial thinking towards informal, experiential and aspirational learning. We position entrepreneurial learning within the social learning and social practice literature in the (1) alternative formats to formal learning, and (2) implications of entrepreneurial learning, as a social practice, for management learning and entrepreneurship education research. Based on a qualitative empirical analysis of a co-created entrepreneurial learning programme for ‘Stimulating Entrepreneurial Thinking in Scientists’, this study shows that entrepreneurial thinking can be expanded beyond the entrepreneur, and developed by others such as science, technology, engineering and mathematics scientists. With the drive for individuals to become entrepreneurial in their everyday practices, our study contributes towards extending the conceptualisation of entrepreneurial learning through insights from social practice theory. In addition, by understanding the value of entrepreneurial thinking, particularly via non-formal and informal approaches to learning, our research expands underexposed issues of entrepreneurial learning across diverse audiences, contexts and disciplines.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42223393","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}
Pub Date : 2022-09-15DOI: 10.1177/13505076221111489
B. Américo, S. Clegg
Management Learning is a centre of scholarship, and thoughtful scholars strive to achieve exemplary publications – those that make a difference to both theory and practice as well as being frequently cited. Adopting the poststructuralist idea that scientific texts are literary constructions, applying this focus to translation and diffusion effects of a noted exemplar, this methodologically focussed article contributes an empirical method accounting for disjunctions in the context of management learning. We conceptualize disjunctions as differences and disconnections inhering in alternative bodies of knowledge produced about organizations and organizational practices. We do this by proposing a methodological tool embracing history for gaining insight from exemplary publication that allows students and investigators to increase the quality of their research papers. The contribution is explained in terms of two descriptive methodological concepts used to collect and analyse data, namely, style and modality. Using Jermier (1985) as an exemplary publication, we describe its context/origins, the use made of its ideas and the disjunctions that have arisen in the context of management learning. These result from the impact of the paper on the thinking of authors, as shown by subsequent networks of citations. The empirical method demonstrates how certain conceptions of narrative fiction have been used in Management and Organization Studies, in the form of emergent problems in the relationships produced connecting writer, reader and subject.
{"title":"Disjunctions in the context of management learning: An exemplary publication of narrative fiction","authors":"B. Américo, S. Clegg","doi":"10.1177/13505076221111489","DOIUrl":"https://doi.org/10.1177/13505076221111489","url":null,"abstract":"Management Learning is a centre of scholarship, and thoughtful scholars strive to achieve exemplary publications – those that make a difference to both theory and practice as well as being frequently cited. Adopting the poststructuralist idea that scientific texts are literary constructions, applying this focus to translation and diffusion effects of a noted exemplar, this methodologically focussed article contributes an empirical method accounting for disjunctions in the context of management learning. We conceptualize disjunctions as differences and disconnections inhering in alternative bodies of knowledge produced about organizations and organizational practices. We do this by proposing a methodological tool embracing history for gaining insight from exemplary publication that allows students and investigators to increase the quality of their research papers. The contribution is explained in terms of two descriptive methodological concepts used to collect and analyse data, namely, style and modality. Using Jermier (1985) as an exemplary publication, we describe its context/origins, the use made of its ideas and the disjunctions that have arisen in the context of management learning. These result from the impact of the paper on the thinking of authors, as shown by subsequent networks of citations. The empirical method demonstrates how certain conceptions of narrative fiction have been used in Management and Organization Studies, in the form of emergent problems in the relationships produced connecting writer, reader and subject.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46680695","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}
Pub Date : 2022-09-10DOI: 10.1177/13505076221122152
Ole Andreas Haukåsen, Inge Hermanrud
This paper reports the findings of a qualitative study on lean implementation viewed as an organisational learning process. By using a scaffolding framework, we investigate the ways in which human resource development facilitates learning among clinicians. This study contributes to the temporary role of human resource development in learning processes within multi-disciplinary professional groups. We identify scaffolding activities from which we have identified three human resource development practices: phase 1 – cognitive scaffolding, in which human resource development acts as a ‘mindsetter’ that aims to motivate the learning of lean in relation to the clinicians’ practices; phase 2 – peer-to-peer scaffolding through ‘doing’ lean, in which human resource development performs the role of an ‘experience creator’ who creates knowledge engagement between peers – in order to put lean into practice; and phase 3 – fading of the scaffolding, in which human resource development performs the role of a ‘delegator’ who transfers the responsibility to the clinicians to promote learning. This contributes to our understanding of how knowledge is negotiated in a multidisciplinary context. We contribute to the learning literature by emphasising how learning trajectories are initiated by learning initiatives, highlighting the role limitations of human resource development in this context, and demonstrating how a new learning tension arises between different versions of ‘lean’ in the organisation.
{"title":"Creating a lean mind-set: Change of practice towards early treatment","authors":"Ole Andreas Haukåsen, Inge Hermanrud","doi":"10.1177/13505076221122152","DOIUrl":"https://doi.org/10.1177/13505076221122152","url":null,"abstract":"This paper reports the findings of a qualitative study on lean implementation viewed as an organisational learning process. By using a scaffolding framework, we investigate the ways in which human resource development facilitates learning among clinicians. This study contributes to the temporary role of human resource development in learning processes within multi-disciplinary professional groups. We identify scaffolding activities from which we have identified three human resource development practices: phase 1 – cognitive scaffolding, in which human resource development acts as a ‘mindsetter’ that aims to motivate the learning of lean in relation to the clinicians’ practices; phase 2 – peer-to-peer scaffolding through ‘doing’ lean, in which human resource development performs the role of an ‘experience creator’ who creates knowledge engagement between peers – in order to put lean into practice; and phase 3 – fading of the scaffolding, in which human resource development performs the role of a ‘delegator’ who transfers the responsibility to the clinicians to promote learning. This contributes to our understanding of how knowledge is negotiated in a multidisciplinary context. We contribute to the learning literature by emphasising how learning trajectories are initiated by learning initiatives, highlighting the role limitations of human resource development in this context, and demonstrating how a new learning tension arises between different versions of ‘lean’ in the organisation.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46545390","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}
Pub Date : 2022-09-03DOI: 10.1177/13505076221111008
H. Seeck, A. Kantola
This study explores how the adoption of management ideas is conditioned by wider macro-level mentalities that are not company based but that instead reflect professionally or nationally rooted ways of managing. Drawing from studies on professional mentalities and practices, we study Finnish top executives working in globally operating multinational corporations in the metal and forestry industries, showing how, starting in the 1980s, they adopted new management practices during the rise of globalisation, market liberalisation and post-Fordism. Altogether, a traditional engineering mentality strongly conditioned the dissemination of new management ideas, which needed to adapt with the existing mentality. As a result, we find three ways of management idea dissemination: (a) new ideas had to fit in with the old business elite mentality, (b) new ideas were side-lined and belittled by the old mentality and (c) new ideas were smuggled into management by reframing and widening the old mentality. By extending Guillén’s work on elite mentalities, the study contributes to the research on management ideas by exploring the role of societal macro-level mentalities in management learning, highlighting their role in times of societal transformation.
{"title":"The role of professional elites in shaping management practice: How the old mentalities condition the adoption of new management ideas","authors":"H. Seeck, A. Kantola","doi":"10.1177/13505076221111008","DOIUrl":"https://doi.org/10.1177/13505076221111008","url":null,"abstract":"This study explores how the adoption of management ideas is conditioned by wider macro-level mentalities that are not company based but that instead reflect professionally or nationally rooted ways of managing. Drawing from studies on professional mentalities and practices, we study Finnish top executives working in globally operating multinational corporations in the metal and forestry industries, showing how, starting in the 1980s, they adopted new management practices during the rise of globalisation, market liberalisation and post-Fordism. Altogether, a traditional engineering mentality strongly conditioned the dissemination of new management ideas, which needed to adapt with the existing mentality. As a result, we find three ways of management idea dissemination: (a) new ideas had to fit in with the old business elite mentality, (b) new ideas were side-lined and belittled by the old mentality and (c) new ideas were smuggled into management by reframing and widening the old mentality. By extending Guillén’s work on elite mentalities, the study contributes to the research on management ideas by exploring the role of societal macro-level mentalities in management learning, highlighting their role in times of societal transformation.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"1 1","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41401384","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}
Pub Date : 2022-08-22DOI: 10.1177/13505076221112653
W. McConn-Palfreyman, Anita Mangan, P. McInnes
An increasing number of management articles have focused on embodied ethnography in terms of either understanding other bodies at work or how our own bodies as researchers inform knowledge. In advancing this latter approach, we argue for an embodiment that sensually intoxicates our bodies, enabling new forms of learning to emerge. To grow this understanding, we draw on Maurice Merleau-Ponty’s concept ‘le schéma corporel’, a shared physiognomy of the senses. This concept informs a corporeal methodology which details three organisational depictions that emerge from a season long immersion in a professional rugby team. We illustrate how the Will was corporeally apprenticed in this setting through an understanding of the body as situated, emotional and physical. The article concludes by suggesting it is the researcher’s own body that is the site of learning, providing a sense to the reader of the pain, touch and sound of professional rugby.
越来越多的管理学文章关注于具体的民族志，从理解工作中的其他身体或作为研究人员的我们自己的身体如何传递知识的角度来看。在推进后一种方法的过程中，我们论证了一种体现，它使我们的身体在感官上陶醉，从而使新的学习形式得以出现。为了加深这种理解，我们借鉴了莫里斯·梅洛-庞蒂(Maurice merlo - ponty)的概念“le sch ma corporel”，这是一种共享的感官面相。这个概念告诉了一个具体的方法，详细描述了三个组织描述，这些描述来自于一个职业橄榄球队的一个赛季。我们通过理解身体的位置，情感和物质，来说明意志是如何在这种情况下成为肉体学徒的。这篇文章的结论是，研究人员自己的身体才是学习的场所，为读者提供了一种职业橄榄球的疼痛、触摸和声音的感觉。
{"title":"Sensuous intoxication: Learning from bodies in organisational ethnography","authors":"W. McConn-Palfreyman, Anita Mangan, P. McInnes","doi":"10.1177/13505076221112653","DOIUrl":"https://doi.org/10.1177/13505076221112653","url":null,"abstract":"An increasing number of management articles have focused on embodied ethnography in terms of either understanding other bodies at work or how our own bodies as researchers inform knowledge. In advancing this latter approach, we argue for an embodiment that sensually intoxicates our bodies, enabling new forms of learning to emerge. To grow this understanding, we draw on Maurice Merleau-Ponty’s concept ‘le schéma corporel’, a shared physiognomy of the senses. This concept informs a corporeal methodology which details three organisational depictions that emerge from a season long immersion in a professional rugby team. We illustrate how the Will was corporeally apprenticed in this setting through an understanding of the body as situated, emotional and physical. The article concludes by suggesting it is the researcher’s own body that is the site of learning, providing a sense to the reader of the pain, touch and sound of professional rugby.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"53 1","pages":"675 - 696"},"PeriodicalIF":2.4,"publicationDate":"2022-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48610022","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}
Pub Date : 2022-07-28DOI: 10.1177/13505076221112795
Mar Pérezts
I define “organized numbness” as the organized inability to perceive sensations, a learned desensitization operating in the way our (1) bodies, (2) language, and (3) knowledge are organized. I propose poetic synesthesia’s power to associate several sensory perceptions as a way to unlearn this sort of disembodied habituation. Inspired by the so-called “accursed” French poets of the 19th century, the “long, prodigious, and rational disorganization of all the senses” of synesthesia helps me propose a method for unlearning organized numbness. I illustrate this by “a study in scarlet,” that is, by plunging into the depths of a synesthetic exploration of blood as my “fil rouge” to infuse our working bodies with renewed sensorial and embodied—or rather “embloodied”—life. I end by discussing how cultivating poetic synesthesia can help us unlearn organized numbness in the body, in language, and in knowledge, and how it can instead respectively foster resonance by learning (1) a different embodied habituation of sensorial sensitivity, (2) a language that instead of abstracting us from the senses actually allows us to reconnect with them and to delve deeply into their combined and thereby potentiated power, and (3) an epistemological gateway to the “unknown.”
{"title":"Unlearning organized numbness through poetic synesthesia: A study in scarlet","authors":"Mar Pérezts","doi":"10.1177/13505076221112795","DOIUrl":"https://doi.org/10.1177/13505076221112795","url":null,"abstract":"I define “organized numbness” as the organized inability to perceive sensations, a learned desensitization operating in the way our (1) bodies, (2) language, and (3) knowledge are organized. I propose poetic synesthesia’s power to associate several sensory perceptions as a way to unlearn this sort of disembodied habituation. Inspired by the so-called “accursed” French poets of the 19th century, the “long, prodigious, and rational disorganization of all the senses” of synesthesia helps me propose a method for unlearning organized numbness. I illustrate this by “a study in scarlet,” that is, by plunging into the depths of a synesthetic exploration of blood as my “fil rouge” to infuse our working bodies with renewed sensorial and embodied—or rather “embloodied”—life. I end by discussing how cultivating poetic synesthesia can help us unlearn organized numbness in the body, in language, and in knowledge, and how it can instead respectively foster resonance by learning (1) a different embodied habituation of sensorial sensitivity, (2) a language that instead of abstracting us from the senses actually allows us to reconnect with them and to delve deeply into their combined and thereby potentiated power, and (3) an epistemological gateway to the “unknown.”","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"53 1","pages":"652 - 674"},"PeriodicalIF":2.4,"publicationDate":"2022-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46180054","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}
Pub Date : 2022-07-28DOI: 10.1177/13505076221101516
Giulio Zichella, Toke Reichstein
Despite the wide adoption of entrepreneurship programmes by higher education institutions, little is known about how such programmes help students cultivate rationality in decision making. This is surprising, since individuals are bounded rational and prone to systematic biases in high-risk business processes, including entrepreneurship. This article suggests that entrepreneurship programmes should include curricula that furnish awareness of the cognitive mechanisms involved in biased decision making with financial risk. In support of our proposition, this article builds on data from a laboratory-based money games experiment in which students who enrol in entrepreneurship programmes are compared with students who do not in their risk behaviour. We show when, why and how students suffer from specific biases – namely, the prior gain effect and the degree-of-risk effect – that are relevant in environments characterised by high financial risk, and specifically in entrepreneurship. These insights challenge the adequacy of entrepreneurship programme curricula in addressing bounded-rational decision making, as topics such as risk and biased decision making are often overlooked. Second, we discuss possible ways to create such awareness in entrepreneurship learning and education.
{"title":"Students of entrepreneurship: Sorting, risk behaviour and implications for entrepreneurship programmes","authors":"Giulio Zichella, Toke Reichstein","doi":"10.1177/13505076221101516","DOIUrl":"https://doi.org/10.1177/13505076221101516","url":null,"abstract":"Despite the wide adoption of entrepreneurship programmes by higher education institutions, little is known about how such programmes help students cultivate rationality in decision making. This is surprising, since individuals are bounded rational and prone to systematic biases in high-risk business processes, including entrepreneurship. This article suggests that entrepreneurship programmes should include curricula that furnish awareness of the cognitive mechanisms involved in biased decision making with financial risk. In support of our proposition, this article builds on data from a laboratory-based money games experiment in which students who enrol in entrepreneurship programmes are compared with students who do not in their risk behaviour. We show when, why and how students suffer from specific biases – namely, the prior gain effect and the degree-of-risk effect – that are relevant in environments characterised by high financial risk, and specifically in entrepreneurship. These insights challenge the adequacy of entrepreneurship programme curricula in addressing bounded-rational decision making, as topics such as risk and biased decision making are often overlooked. Second, we discuss possible ways to create such awareness in entrepreneurship learning and education.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":" ","pages":""},"PeriodicalIF":2.4,"publicationDate":"2022-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42454536","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}
Pub Date : 2022-07-28DOI: 10.1177/13505076221111855
Demetris Hadjimichael, H. Tsoukas
Traditional approaches to organizational improvisation treat it as a merely functional response to environmental constrains and unforeseen disruptions, neglecting its moral dimension, especially the valued ends improvisers aim to achieve. We attempt to address this gap by drawing on virtue ethics. In particular, we explore how phronetic improvisation is accomplished by drawing on the diary of an emergency-room physician, in which she describes her (and colleagues’) experience of dealing with Covid-19 in a New York Hospital, during the first spike in March–April 2020. We argue that improvisation is phronetic insofar as practitioners actively care for the valued ends of their practice. In particular, practitioners seek to phronetically fulfil the internal goods of their practice, while complying with institutional demands, in the context of coping with situational exigencies. Phronetic improvisation involves paying attention to what is salient in the situation at hand, while informed by an open-ended commitment to valued ends and constrained by scarce resources, and driven by a willingness to meet what is at stake through adapting general knowledge to situational demands. Such an inventive process may involve reshaping the original internal goods of the practice, in light of important institutional constrains.
{"title":"Phronetic improvisation: A virtue ethics perspective","authors":"Demetris Hadjimichael, H. Tsoukas","doi":"10.1177/13505076221111855","DOIUrl":"https://doi.org/10.1177/13505076221111855","url":null,"abstract":"Traditional approaches to organizational improvisation treat it as a merely functional response to environmental constrains and unforeseen disruptions, neglecting its moral dimension, especially the valued ends improvisers aim to achieve. We attempt to address this gap by drawing on virtue ethics. In particular, we explore how phronetic improvisation is accomplished by drawing on the diary of an emergency-room physician, in which she describes her (and colleagues’) experience of dealing with Covid-19 in a New York Hospital, during the first spike in March–April 2020. We argue that improvisation is phronetic insofar as practitioners actively care for the valued ends of their practice. In particular, practitioners seek to phronetically fulfil the internal goods of their practice, while complying with institutional demands, in the context of coping with situational exigencies. Phronetic improvisation involves paying attention to what is salient in the situation at hand, while informed by an open-ended commitment to valued ends and constrained by scarce resources, and driven by a willingness to meet what is at stake through adapting general knowledge to situational demands. Such an inventive process may involve reshaping the original internal goods of the practice, in light of important institutional constrains.","PeriodicalId":47925,"journal":{"name":"Management Learning","volume":"54 1","pages":"99 - 120"},"PeriodicalIF":2.4,"publicationDate":"2022-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45024653","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：