Activist identity construction of Madam C.J. Walker

Hasan, Md. Kamrul; Hayek, Mario; Williams, Wallace A.; Pane-Haden, Stephanie; Gelvez, Maria Paula Martinez

doi:10.1108/jmh-09-2019-0063

Cited by 8 publications

(6 citation statements)

References 83 publications

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“…309-311), similarly calls for a revisiting of the values and cultural practices of the Igbo people, as potentially capable of contributing to a systematic rebuilding of the African economy. In a similar fashion, a reflection on cultural values and social networks by minorities in diaspora reveal lessons of how African people managed existential challenges in diaspora (Stott and Fava, 2019;Hasan et al, 2020;Sales et al, 2019). These studies do not suggest a framework for a distinctive "African management" model, but insert cultural and ethnic specific values of diverse social entities into mainstream management research.…”

Section: The Management Discoursementioning

confidence: 99%

“…In business history, the central focus is the process encapsulating the entrepreneurial agent, irrespective of ethnicity, race, language, creed or social construction (an individual or collection of individuals, such as a community) responding to entrepreneurial opportunity (Popp and Holt, 2013). There seems to be a concern about the limited focus on "black" agents in various aspects of business, especially in societies where people of colour constitute a minority, as aptly illustrated in the contributions by Stott and Fava (2019); Hasan et al (2020) in that special issue. Writing minorities into the full narrative of the history of business is part of historical reconstruction, but the concern of my paper is not simply to write about "black" or other persons of colour, but to establish the existence of a distinct model of "African management".…”

Section: Introductionmentioning

confidence: 99%

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The management discourse: collective or strategic performance drive?

Verhoef

2021

JMH

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Purpose The purpose of this paper is to engage with the discourse on the assumed existence of an distinct “African management” model. It critically deconstructs the concepts and submits an alternative strategy to address the need to understand what is happening in management of business in Africa. Design/methodology/approach Qualitative critical text analysis is used to understand the discourse on the nature of “African management” from the extant literature. The identity theory informs the understanding of the references to “African” as fundamental to identify a distinct management model. This analysis is supplemented by empirical case study research into successful African business. Findings Scholars failed to conceptualise what is “African”, and subsequently also what constitutes “African management”. This conceptual void undermines the critical reconstruction of a single African management model. Empirical research into actual management practices emerge as fundamental to systematic progress in this discourse. This research points to diverse management traditions converging into pragmatic practices. Research limitations/implications Only a limited number of case studies were conducted into management history in Africa. This paper argues for an extended research programme, but this is future work. Practical implications It suggests a research strategy for scholars in African business studies, business history and management history to collaborate towards making a solid contribution to the economic development of our continent. Social implications This research has the potential of forging collaboration in business among all of the people in Africa. Originality/value A critical text analysis is used to expose the conceptual lacunae that undermines progress in the discourse. This paper contributes to the literature on “African management” by systematically deconstructing the concept of “African identity” as a prerequisite to the management discourse. By signalling ethnic nostalgia, the critical reconceptualisation of Africanness offers an intellectually creative strategy out of the stalled discourse.

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Section: The Management Discoursementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The management discourse: collective or strategic performance drive?

Verhoef

2021

JMH

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“…Further, the umbrella of social entrepreneurship grounded in the ideas of activism specifically aims to alter public perceptions through various methods (legislation, lobbying, social media campaigns, etc.) (Hasan et al, 2020).…”

Section: Social Systems and Gender Identitymentioning

confidence: 99%

Supporting WFN Collective Social Entrepreneurship Through Social Movement Learning and Critical Participatory Action Research

Ray,

Hinshaw,

Trivedi

et al. 2024

New Horizons in Adult Education and Human Resource Development

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The purpose of this conceptual paper is to explore the complexities and connections between women, femme, and nonbinary (WFN) collective social entrepreneurs, social movement learning (SML), and critical participatory action research (CPAR) within the fields of adult education (AE) and human resource development (HRD). WFN collective social entrepreneurship serves as a reaction and solution to system failures, by creating supportive learning environments. We discuss the potential of social movement learning (SML) in these collectives, offering marginalized learners opportunities for skill development, knowledge sharing, and social impact efforts. This paper proposes using CPAR as a research approach to support social movements and amplify marginalized voices. CPAR can illuminate the development and learning networks of WFN social entrepreneur collectives and emphasize the importance of inclusive and intersectional approaches in entrepreneurial education and research within AE/HRD.

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“…The role of meta-narratives and the invocation of universalising moral stances is frequently raised and presents in the literature as complex and contested. Ruebottom (2013), Chandra (2018) and Hasan et al (2020) describe how social entrepreneurs construct solutioncentric narratives of optimism, allegiance and enmity to direct support towards their prosocial causes, while Furlow (2013), Bublitz et al (2016) and Lashitew et al (2020) argue that social entrepreneurs and intrapreneurs should seek to develop an overarching metanarrative of organisational purpose, accompanied by audience and context-specific stories of social impact and social change. On the other hand, Dey and Steyaert (2010) suggest that socially entrepreneurial organisations should focus mainly on "little narratives" of social change, rather than the grand meta-narratives that they, along with Seanor et al (2013), argue are obscuring the real complexities and tensions inherent in social change.…”

Section: Social Enterprise and Social Innovationmentioning

confidence: 99%

Exploring the role of narrative in social enterprise and social innovation

Meissner,

McNeill,

Allen

2024

SEJ

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Purpose This paper aims to examine how the fields of social enterprise, social entrepreneurship and social innovation have theorised and applied the concepts of narrative and storytelling. Design/methodology/approach A literature review and subsequent thematic analysis were used. A keyword search of three databases identified 93 relevant articles that were subsequently reviewed for this paper. Findings Four main roles for storytelling and narrative were found in the literature: to gain support for social innovation, to inspire social change, to build a social-entrepreneurial identity and to debate the meaning and direction of social innovation itself. Practical implications Following the literature review, capacities and applications of storytelling and narrative in other, related fields are discussed to highlight practical use cases of storytelling that might currently be underdeveloped in the social enterprise and innovation sectors. Originality/value The paper argues that the social innovation and enterprise literature predominantly views storytelling as a form of mass communication, while often overlooking its ability to foster communal debate and organise intrapersonal dialogue as possible aspects of strategic thinking and innovation management in social enterprise, social entrepreneurship and social innovation.

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Activist identity construction of Madam C.J. Walker

Cited by 8 publications

References 83 publications

The management discourse: collective or strategic performance drive?

The management discourse: collective or strategic performance drive?

Supporting WFN Collective Social Entrepreneurship Through Social Movement Learning and Critical Participatory Action Research

Exploring the role of narrative in social enterprise and social innovation

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