In this conceptual paper we argue that, to date, principles of responsible management have not impacted practice as anticipated because of a disconnect between knowledge and practice. This disconnect means that an awareness of ethical concerns, by itself, does not help students take personal responsibility for their actions. We suggest that an abstract knowledge of principles has to be supplemented by an engaged understanding of the responsibility of managers and leaders to actively challenge irresponsible practices. We argue that a form of moral reflexive practice drawing on an understanding of threshold concepts is central to responsible management, and provides a gateway to transformative learning. Our conceptual argument leads to implications for management and professional education.
Identity work is widely regarded as a process through which people strive to establish, maintain or restore a coherent and consistent sense of self. In the face of potential disruptions of, or threats to, their identities, people seek to salvage their sense of self by resolving tensions and restoring consistency. In contrast to the current identity work literature, this research indicates that identity work is not always about seeking resolution and moving on, but sometimes about continuing struggles which do not achieve a secure sense of self. This article seeks to elaborate the understanding of unresolved identity work by exploring three contexts of the everyday practice of indie musicians. An analysis of how they struggle to construct acceptable versions of their selves as songwriter, bandleader and front(wo)man allows us to develop the conceptualization of self-questioning (as opposed to self-affirmative, resolution-oriented) identity work.
Although the role and management of interdisciplinary research in knowledge development has received plenty of attention in recent years ambiguity remains, often hindering management efforts. To address this issue, this paper provides an integrated review of extant literature on interdisciplinary research. It focuses on integration processes and the main drivers and barriers to different modes of collaborative interdisciplinary research. The authors propose a different approach to considering interdisciplinary integration, based on two factors: the type of knowledge integration; and the durability of the context of that integration.As a result, four modes of interdisciplinary integration are characterized. The authors then consider how different groups of drivers of, and barriers to, interdisciplinary research affect those types of integration. Overall, the paper provides an integrated perspective for researchers, managers and policy-makers concerned with understanding the organization of interdisciplinary research.
Purpose This paper seeks to support a better understanding of the types (or processes) of reflexivity which may be involved in the practice of organizational research, and the implications of reflexive practice for organizational researchers. Design/methodology/approach A characterization of reflexivity as a process is developed from extant research, in four steps. First, the principal dimensions of reflexivity - reflection and recursion - are identified and delineated. Second, recursion is shown to have two modes, active and passive. Third, reflection is show to have both closed, self-guided and open, relation modes. Fourth, through integrating the detailed characterizations of each of the dimensions, different types of relfexivity are identified and defined. Findings The paper shows how different types of reflexivity may be experienced sequentially, as a progressive process, by organizational reseachers. Implications for research practice are derived from a consideration of this process. Originality/value This paper develops a novel conceptualization of reflexivity as a process with individual and relational aspects. This conceptualization supports important insights for the conduct and legitimation of reflexive research
Leadership research so far has neglected regional clusters as a particular context, while research on networks and clusters has hardly studied leadership issues. This paper fills this dual gap in the abundant research on leadership on the one hand and on networks/clusters on the other by investigating leadership in four prominent photonics clusters in England, Scotland, Germany and the United States. Apart from giving an insight into the variety and patterns of leadership practices observed in these clusters, the paper addresses the dilemma that regional innovation systems such as clusters usually have a critical need of some kind of leadership, but that neither individual nor organizational actors wish to be led. This dilemma or paradox can only be 'managed' by organizing for leading (in) clusters in a way that takes into account the tensions and contradictions surrounding leadership of and in clusters. The argument is based upon the idea of leading as reflexive structuration that has far-reaching implications for leadership research not only in this and other macro contexts but also in more traditional contexts.
In this paper, we explore the ways in which individuals deploy reflexive practices in order to avoid or engage with a call to change either oneself or the social context. We begin by developing a categorization of the modes of reflexive practice associated with avoidance or engagement. We go on to develop -through a relationally reflexive research process -three contributions that build on this. First, we build an understanding of what a repertoire of reflexive practices may include, and 'what is going on' in such reflexive practices. Second, we explain how reflexive practices can be mobilizing, thereby enabling shifts between avoidance and engagement modes, or fix action within a single mode. Third, we develop an understanding of the ways in which emotions and relationships influence how reflexive practices of either kind are deployed.
This article discusses the jungle of theories and approaches that abound today in works applied to the management of relations between organizations. It discusses the actions of ‘individuals’ who may be thought of as managers of an inter-organizational entity (IOE). It also explores research that describes organizational capabilities — in the sense of building them — as a product of, and an enactment through, managerial action. It address the various ways in which this kind of research has been conducted, including a discussion of the various methodologies and underlying theories that provide foundations for discussions of the management challenges inherent in dealing with collaboration and areas of substantive focus. Finally, this article closes with a discussion of significant gaps in the literature that require future research.
In this paper we explain how the development of new organization theory faces several mutually reinforcing problems, which collectively suppress generative debate and the creation of new and alternative theories. We argue that to overcome these problems, researchers should adopt relationally reflexive practices. This does not lead to an alternative method but instead informs how methods are applied. Specifically, we advocate a stance towards the application of qualitative methods that legitimizes insights from the situated life-with-others of the researcher.We argue that this stance can improve our abilities for generative theorising in the field of management and organization studies.
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