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Author:Andrew Rowe
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.105-124SAGE
Abstract:This article responds to calls for research into the production of time-space in organizations – in particular, it does soas a way of synthesizing the diverse ways of thinking in the existing organizational learning literature. This is achievedby drawing upon Lefebvrian-info...
Author:Beverley Hawkins , Gareth Edwards
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.24-43SAGE
Abstract:In this article, we argue that management and business undergraduate students who are engaged in learning about leadershipoccupy a liminal space or state of between-ness. Drawing on anthropological conceptualisations of liminality in which thoseundergoing liminal rituals mus...
Author:Margaret R Gearty , Hilary Bradbury-Huang , Peter Reason
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.44-66SAGE
Abstract:What kind of learning is required to bring us towards a more sustainable future? We argue that when behaviourally and technicallycomplex issues intertwine, a collaborative social learning process that engages diverse actors in deep systems change is necessary.The learning re...
Author:Silvia Gherardi , Annalisa Murgia
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.6-23SAGE
Abstract:This article addresses the relationship between gender and management as intertwined discursive practices. Following a constructivecontroversial approach, we proposed to the students to complete a short story in which they have to give a feedback eitherto a fictitious female...
Author:Anne H Pässilä , Tuija Oikarinen , Vesa Harmaakorpi
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.67-86SAGE
Abstract:This article focuses on the co-construction of a reflexive practice in a public health-care organisation. We study how thereflexive methods of applied drama and theatre facilitate ‘collective voicing’, specifically in the context of dental health-careprofessionals’ refl...
Author:Michal Izak
Data Source:[J].Management Learning, 2015, Vol.46 (1), pp.87-104SAGE
Abstract:Drawing on the existing theorizing of organizational learning from a radical perspective, this article attempts to problematizesuch notion of learning and position it within the existing organizational contexts informed by divergent types of rationality.The study scrutinizes...
Author:Miranda MWC Snoeren , Theo JH Niessen , Tineke A Abma
Data Source:[J].Management Learning, 2015, Vol.46 (2), pp.137-155SAGE
Abstract:In organisations, learning is generally seen as a dynamic, collective and often conscious process that occurs by reflectingon real work experiences. In this article, we discuss these assumptions about learning in the context of work by presentinga case study in the care for ...
Author:Kathy Mack
Data Source:[J].Management Learning, 2015, Vol.46 (2), pp.156-174SAGE
Abstract:The recent burgeoning of “organizational aesthetics” scholarship represents unrealized potential for transforming managementlearning practices. In response to calls for more embodied “holistic” ways of knowing, the present case study is a “wayfinding”journey into o...
Author:Paul Tosey , Spinder Dhaliwal , Jukka Hassinen
Data Source:[J].Management Learning, 2015, Vol.46 (2), pp.175-194SAGE
Abstract:This article explores an innovative model of management education, the Team Academy based in Finland, in which teams of learnerscreate and operate real enterprises, supported by coaches. The contributions of the article are to provide insights into howthe Team Academy works,...
Author:Christopher J McLachlan , Reece J Garcia
Data Source:[J].Management Learning, 2015, Vol.46 (2), pp.195-210SAGE
Abstract:This article presents an auto-ethnographic, narrative account of the struggles we – as doctoral students working in a businessschool – experienced navigating the link between research philosophy and methodology. We focus on a popular philosophicalperspective among doctoral s...

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