Currently, we experience a situation in society in general as well as business school education where leaders and executives prefer to remain ambivalent and inauthentic about humanity's worsening socio-economic challenges. As a result of this, we continue with regimes of common sense
that have lost their legitimacy and perpetuate an unsustainable future. Occasionally we notice this when there is a financial, environmental, social, or ecological crisis. Is it possible to resurrect a willingness to be more proactive? This paper uses the business school education challenges
to explore this dilemma and offer insight on how the situation could be changed. The paper argues that the key phenomenon of being-in-management has not received sufficient attention and is an important aspect of teaching and learning in business schools that constrains impact. We experience
this as a lack of will, lack of commitment, and subsequent lack of action to improve many of the socio-ecological threats we encounter. This paper makes a concerted effort to offer a coherent argument that this is the case, and integrates recent views of the phenomenon of being-in-management
to illustrate the potential for more societal impact. While the business school setting is in focus, the insight is of equal value to academics interested in development education and global learning.
This study emerges from a co-constructed autoethnography by a practitioner and two academic facilitators studying the leadership-as-practice processes within a small-to-medium sized private wealth business. The study set out to explore the performative dynamics of conversation constituted in, and emerging from, socially engaged talk through leadership in the flow of practice, referred to as ‘in-flow-ence’. The study proposes a dynamic metaphor theory that builds on in-flow-ence to capture the complexities of conversation and offer thoughts about ways to reconstitute leadership practice to bring about changes in trajectories of social action.
The IoT digital revolution has opened opportunities to resolve complex, economic, environmental and social issues. Digitizing efforts involve participating in an ecosystem of innovators, providers, evolving customer needs and government policies. Companies entering this world report experiencing complexities with realizing value for stakeholders. This study presents a critical inquiry into the IoT world in South Africa. A grounded theory methodology is applied to provide an understanding of the important mechanisms at play affecting uptake of IoTs in the ecosystem. We use the insights to develop a model relevant for IoT players and urban planners to enhance benefit realization for the ecosystem as a whole. The study provides insight into a missing, “Puppeteering” role, that is required to organize ecosystem participants in their pursuit of value. A significant finding is that this role is best played by technology owners so that they can co‐create and generate jointly‐developed power to realize potential value for the entire ecosystem. The role needs to synergistically organize ecosystem participants to capture and distribute value to sustainably grow the ecosystem; and to engage in the development of required capabilities to sustain this. We argue that this “puppeteer effect” has potential to foster an inclusive, sustainable IoT strategy.
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