The Arena Thesis: Management Development as a Pluralistic Meeting Point

Burgoyne, John Ashley; Jackson, Brad

doi:10.4135/9781446250488.n4

Cited by 52 publications

(73 citation statements)

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“…Firstly, that the organisation can be usefully construed as a network of informal communities of practice, wherein people interact to meet their own, sometimes competing needs, and to learn how to do what needs to be done (Burgoyne and Jackson, 1997;Wenger, 1998) Secondly, that the way in which people negotiate, agree to create, and engage in these informal communities of practice, can be usefully explained in terms of an ongoing process of psychological contracting (Hayes & Dyer, 1999;Leach, 2002;Conway & Briner (2005).…”

Section: Discussionmentioning

confidence: 99%

Maybe I can fly: nurturing personal and collective learning in professional learning communities

Leach

2009

Pastoral Care in Education

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The research described in this paper is part of a wider exploration of organisational learning and some of the social-psychological mechanisms which underlie the individual-organisation learning relationship. Adopting a grounded theory approach, qualitative data was obtained during email interviews with fifteen foundation degree students concerning their work-related experiences and the meanings they ascribe to them. The importance of this focus group lies in their potential contribution to the ECM agenda in educational institutions. This group is aspirational, potentially influential, flexible and extremely varied in background, education and training. The TAs and HLTAs work across the institution with often the most challenging of children and behaviours; negotiating and renegotiating their own personal and professional identities against a background of, in many cases, low pay and status. It follows that the pastoral care and support that they receive as para-or emergent professionals will have a significant effect on the pastoral care and support that they, in turn, can give to the children in their charge. The research underlines the impact of psychological contracting and the impact of affirming or breaching people's expectations of feeling safe, being valued as a person and for their work and receiving enacted support for personal, professional and career development. It also emphasises the need for leaders and managers, when bringing about transformational change, to have an informed appreciation of how the processes of psychological contracting can influence people's behaviours.

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Section: Discussionmentioning

confidence: 99%

Maybe I can fly: nurturing personal and collective learning in professional learning communities

Leach

2009

Pastoral Care in Education

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“…An important outcome of this study is the realisation that various conceptualisations can be brought together to form a tentative hypothesis to shed light on the relationship between personal and collective learning, and the processes of knowledge creation and sharing within the small, but growing, enterprise. Firstly, that the organisation can be usefully construed as a network of informal communities of practice, wherein people interact to meet their own, sometimes competing needs, and to learn how to do what needs to be done (Burgoyne and Jackson, 1997;Wenger, 1998). Secondly, that the way in which people negotiate, agree to create, and engage in these informal communities of practice, can be usefully explained in terms of an ongoing process of psychological contracting (Leach, 2009;Conway and Briner, 2005;Hayes and Dyer, 1999).…”

Section: Discussionmentioning

confidence: 99%

Knowledge creation and deployment in the small, but growing, enterprise and the psychological contract

Leach

2010

Research in Post-Compulsory Education

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This paper contains an account of a small-scale investigation into the usefulness of the concepts of the learning organisation and organisational learning when seeking to describe the processes of knowledge creation and deployment within the small, but growing, enterprise (SME). A review of the literature reveals a concern that the relationship between individual and collective learning in organisational settings is little understood. Focussing on this concern it is argued that when planning, leading and managing interventions to encourage and support entrepreneurial learning within organisational contexts, successful outcomes are more likely when leaders and managers have an informed appreciation of how the processes of psychological contracting can often influence people's behaviours.

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“…Thus, the case that PPPs create a single point of control is faced both by theoretical difficulties and unpromising initial research findings. As Burgoyne and Jackson [72] have observed, the governance of PPPs might be better represented as a contested arena, rather than a single point of control. It is also interestingly to note that in environmental governance, similar challenges of integrating shared interests, knowledge and values have necessitated the development and fostering of novel adaptive and collaborative management processes [73,74].…”

Section: Do Ppps Create a Single Point Of Responsibility?mentioning

confidence: 99%

Evaluation of the Promotion of Through-Life Management in Public Private Partnerships for Infrastructure

2016

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Abstract:One justification of public private partnerships (PPP) is the alleged benefit they offer in terms of through-life management (TLM). Aiming at an evaluation of this claim, the dominant reasoning connecting PPPs and TLM is first defined: In creating a single point of responsibility and a long temporal involvement, the PPP model provides an effective incentive to implement TLM. This reasoning is first evaluated through prior large scale studies and through two case studies undertaken by the authors. No substantial evidence of TLM benefits is found. To identify the causes for this gap between intention and achievement, a critical review of the PPP literature supported by insights from management and organization theory is undertaken. Four problems in the reasoning are found to explain the gap: fragmentation is factually prevailing; not all parties in PPPs intend to have a long term commitment to the project; there may be competing incentives for some parties; and the effort to achieve the change and learning necessary for TLM may be missing. It is concluded that for the TLM benefits to be achieved, the PPP model has to be redesigned to secure incentivisation towards TLM and to incorporate TLM mechanisms at the level of the production system.

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The Arena Thesis: Management Development as a Pluralistic Meeting Point

Cited by 52 publications

References 0 publications

Maybe I can fly: nurturing personal and collective learning in professional learning communities

Maybe I can fly: nurturing personal and collective learning in professional learning communities

Knowledge creation and deployment in the small, but growing, enterprise and the psychological contract

Evaluation of the Promotion of Through-Life Management in Public Private Partnerships for Infrastructure

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