Four Theatres: Moral Discourses in Polish Management

Abstract

This article proposes the metaphor of four theatres for the analysis of ethical discourses in management. The authors adopt a social constructivist and pragmatist perspective and explore the performative definitions of morality that people active within Polish business have. The preliminary results of a study carried out among Polish managers are presented. The managers were asked to respond to a list of highly controversial statements. Their responses have been analysed from the point of view of the theatrical metaphors. We present case studies of companies that illustrate the various theatrical modes that we have found in our material. Finally, some implications for change are analysed.

Liminal Entrepreneuring: The Creative Practices of Nascent Necessity Entrepreneurs

“…In times of systemic change, when old values, symbols, and institutions transcend into new ones, the ability to improvise and to learn is even more important (Kostera & Kozminski, 2001). It is in this context that the concept of liminality enables us to understand borders, gaps, and movements between organizational states, positions, and systems not as empty space, but, rather, as space/times of 'structural melt-down', where new organizational forms can be created, played with, and experimented with.…”

We do get terribly enthusiastic about everything! Performing emotion rules through parody

“…Schreöygg and Höpfl (2004) argue that theatre where actors play their roles can show how things are constructed, sustained, and managed. Kostera and Kozminski (2001) note that the theatre metaphor is valuable because it fits well with the constructivist approach, which examines the processes, networks of processes, and rules and patterns of social life. Westrup (1996) demonstrates that metaphors of drama assist in showing how the social processes are acted out.…”

Transferring Management Knowledge from the West to the Balkans: Dilemmas, Diversity, and the Need for Congruence

“…Ownership of, and participation in, the educational process underpinning international transfer of management knowledge has been identified as an important issue that warrants attention and sensitivity. This encompasses the assumptions about the needs, expectations and involvement of the 'recipients' of the knowledge being transferred, the interaction among the actors in the process, the local management practices and nature of the learning process (see for example Jankowicz, 1993Jankowicz, , 1995Jankowicz, , 1999Kostera and Kozminski, 2001). From a pedagogic point of view, these knowledge transfer projects are almost without exception prone to clashes of western educators' and recipients' values and assumptions associated with the culture of learning.…”

“…In this respect, there is a strong political aspect to Kostera and Kozminski's (2001) argument, which attempts to unravel the invasion by Western management literature of the intellectual and social space in the economies in transition. These authors create the metaphor of a 'religious crusade', whereby the western educators, consultants, and academics represent 'the enlightened and morally superior voice ' (2000, p.340) Drawing from experience in Poland, Jankowicz (1999), for example, expresses particular concerns about the use of language in creating meaning and the specific culture of the learning situation.…”

“…Economic growth isseen as being driven by the acquisition of 'human capital' in the form of knowledge and skills acquired through management education (Grzeda and Assogbavi 1999). The imperatives of 'development' (from a poor, backward to a modern and affluent society) and 'transition' (from a communist regime to free-market economy and democracy) have helped create a new market opportunity for western business and management educational institutions (Case andSelvester, 2000, Kostera andKozminski, 2001). This opportunity has emerged from an unprecedented appeal of, and demand for, Western-style courses in business and management with an explicit flavour of 'international relevance'.…”