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Luca Giustiniano, Stewart R. Clegg, Miguel P.e. Cunha and Arménio Rego

With organizational environments becoming more unstable, uncertain and equivocal, the concept of resilience has become increasingly significant for management studies. Resilience connotes organizational, team and individual capacities to absorb external shocks and to learn from them, while simultaneously preparing for and responding to external jolts. This book pinpoints the essential aspects of managerial and organizational resilience and offers insights that stimulate critical thinking. As the concept of resilience is essentially made up of contrasting forces, the volume presents some innovative synthetic interpretation that allows a deeper comprehension of the phenomenon and provides managers and policy-makers with a solid basis for taking their decisions. 
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Luca Giustiniano, Stewart R. Clegg, Miguel P.e. Cunha and Arménio Rego

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Edited by Laura Hyatt and Stuart Allen

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Edited by Laura Hyatt and Stuart Allen

Technology plays a significant role in doctoral leadership studies providing a channel for teaching, learning, research, and administrative processes. Existing and new programs seek to leverage technology-mediated learning in order to provide access, convenience, enriched learning, and develop new pathways to achieve a doctorate. Advancing Doctoral Leadership Education Through Technology offers ideas, experiences, and practices relevant to doctoral faculty, chairs and directors, administrators, researchers, and doctoral students interested in learning and research in technology and leadership education.
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Kenneth A. Perez and Heather C. Lench

Awe is a positive emotion that occurs when people are in the presence of something extraordinary and beyond their typical experiences, from transformative views of majestic landscapes to the face of one’s child. Recent evidence suggests that more everyday experiences can also evoke mild feelings of awe, and that these feelings can have benefits for people’s lives. Accumulating evidence suggests that awe has several benefits for physical health, and might reduce the likelihood of developing chronic conditions. Awe also tends to prompt self-transcendence, resulting in the sense of a “small self” that shifts people’s focus towards others and the world around them. People who have experienced awe are more prosocial and helpful. They are also more creative and less likely to use stereotypes in their decision making. Over time, there is evidence that awe can improve well-being and satisfaction. Considering the grandness of the emotion of awe, it does not seem intuitive to establish a connection between awe and a relatively ordinary workplace setting. However, this chapter reviews several directions for organizations and individuals to improve their work environment and climate by fostering a sense of awe in the workplace.

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Edited by Laura Hyatt and Stuart Allen

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Alexander Styhre

Chapter 4 discusses the governance of markets, and more specifically the finance market and the finance industry. Using two cases, the securities market and the commodities trade market, the chapter examines how the finance industry has persistently lobbied to accomplish the de-regulation that has benefitted its interests. In the case of the expansion of the securities market, externalities in terms of predatory lending by thinly capitalized, late market entrants resulted in overbearing systemic risks, leading to the global finance industry collapse in 2008. In the case of commodities trade, to date less attended to by media and commentators, major finance industry actors are simultaneously granted the licence to both trade with commodities and issue financial instruments that enable speculation on commodities price volatility. Such licences are most likely to result in systemic risks whose cost are carried by third parties, in many cases some of the world’s poorest people suffering from soaring food prices when commodities become subject to speculation. The chapter concludes that the finance industry generates net economic welfare only when being monitored by state agencies and transnational agencies, and when its right to conduct business upstream is limited.

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Alexander Styhre

Chapter 1 introduces governance as a legal issue, ultimately grounded in the philosophy of right, a branch of philosophy. Early legal theorists such as Hugo Grotius sketched versions of what is today called governance, and there is today a line of demarcation drawn between liberal economies of the Anglo-American type, and continental and Scandinavian embedded economies wherein the state is recognized as a major agent influencing the economic system. The chapter discusses the differences between John Locke’s liberal view of, e.g., ownership rights, and George Wilhelm Friedrich Hegel’s philosophy of right, developed 14 decades later. Whereas Locke emphasizes a “minimal theory” of ownership rights, serving as the foundation for liberalism, Hegel too recognizes ownership as a fundamental right but locates ownership rights within the realm of the state. Consequently, the intellectual roots of liberal economies and embedded economies share certain assumptions but also diverge regarding assumptions about the role of the state. The second half of the chapter examines the creation of the Berle–Means firm, a key legal vehicle in the liberal economy and in its governance.

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Alexander Styhre

Chapter 2 examines the components of the shareholder primacy governance model that has dominated corporate governance scholarship since the early 1980s. Tracing the roots of the economic theory that justifies shareholder governance to the cold war era and what has been called cold war rationality, the chapter stresses how rational choice theory has informed corporate governance through, e.g., agency theory and other economic theories stipulating instrumental rationality as a privileged analytical model. The cold war heritage has been criticized for overstating experimental data and for ignoring rational responses from experimental subjects, resulting in an overtly negative view of human decision making capacities. When transferring such analytical models to, e.g., corporate governance affairs, salaried managers, e.g., are at risk of being portrayed in unfavourable ways to justify the market for management control, in turn resulting in shareholder primacy governance. The chapter concludes that the efficiency criterion that economic theory stipulates is too one-dimensional to serve its purpose and calls for novel analytical models to better assist corporate governance activities.

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Alexander Styhre

Chapter 3 examines the governance of the university sector, and stresses how, e.g., the uses of “big data” and algorithms in what is referred to as algorithm governance is now commonplace to commensurate heterogeneous entities, a process integral to market making. The chapter discusses “the politics of measuring,” now pervading all spheres of social life, resulting in new metrics being constitutive of agency. Using the specific case of credit rating on the basis of so-called FICO-scores, determining degrees of creditworthiness in American society, the politics of measuring is today an ongoing and ceaseless control mechanism. The second half of the chapter examines university ranking, another case of measurement to determine the status and position of higher education institutions. The chapter concludes that contemporary university governance is riddled with problems and inconsistencies, not least the problem of handling reactivity, agents’ rent-seeking work within existing governance models.