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In this paper we examine a small arts organization – NZTrio – and its capacity to operate successfully as a cooperative, without having a designated leader. The Trio has developed highly attuned collaborative skills which enrich notions... more
In this paper we examine a small arts organization – NZTrio – and its capacity to operate successfully as a cooperative, without having a designated leader. The Trio has developed highly attuned collaborative skills which enrich notions of relational leadership. We explore the history of the Trio noting the egalitarian ethos that pervades everything they undertake and the ethic of care that underpins their work together. Conversations at administrative and artistic levels are open, with ideas being held non-judgmentally. This translates into rehearsals that rely on small, nuanced gestures that inform relational leadership through an aesthetic lens.
ABSTRACT NZTrio is more than a traditional piano trio that performs music from the classical repertoire: it is a professional chamber ensemble with a difference. The members of the Trio, totalling three musicians and two administrators... more
ABSTRACT NZTrio is more than a traditional piano trio that performs music from the classical repertoire: it is a professional chamber ensemble with a difference. The members of the Trio, totalling three musicians and two administrators have a community orientation. Their vision is to forge links into other artistic, educational and business fields and in doing so they create and participate in events that evoke visceral encounters. In this way they confirm Esposito’s view that communitas is disruptive of stasis and that to belong is to change. In community, identity is disrupted and new possibilities of the self can emerge. This becomes possible through provocative performances that implicate the body. For instance, shouting commands through a megaphone in Jack Body’s O Cambodia and the repeated pattern of chords in the third movement of Shostakovich’s Piano Trio No. 2 are emotionally and physically encountered as audiences feel what it is like to be both perpetrators and victims of violence. NZTrio uses music like this as well as works from the standard repertoire to create aesthetic experiences rich in options for communion. Furthermore, through professional development events, business leaders and young people gain the opportunity to understand how the physicality of leadership works in a high performing team.
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Arts organizations rely on the willing participation of artists, managers and funding agencies. In recent years both private and public sponsors of the arts have demanded greater accountability and have insisted on structures that meet... more
Arts organizations rely on the willing participation of artists, managers and funding agencies. In recent years both private and public sponsors of the arts have demanded greater accountability and have insisted on structures that meet higher standards of corporate ...
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This article explores the notion of management as an acoustic phenomenon and approaches this through examining musical performance, especially how symphony orchestra musicians develop musicianship, achieve ensemble, and work together in... more
This article explores the notion of management as an acoustic phenomenon and approaches this through examining musical performance, especially how symphony orchestra musicians develop musicianship, achieve ensemble, and work together in relationship with the conductor. We explore these ideas under the rubric of “managing musically” and offer as a comparison Captain Holly Graf being relieved of her position commanding the U.S.S. Cowpens. Managing musically implies becoming sensitized to gestural nuances within the environment and among team members.
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Corporate Social Irresponsibility: A Challenging Concept, Vol. 4 (Adrián Zicari) Communicating Corporate Social Responsibility Perspectives and Practice, Vol. 6 (Ralph Bathurst
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Unique situation in NZ: in the wake of the 1988 Cartwright Inquiry (extreme abuse of medical power in research), 50% of committee composition is lay. Keep in check researcher and institutional power Also, power to the “ordinary New... more
Unique situation in NZ: in the wake of the 1988 Cartwright Inquiry (extreme abuse of medical power in research), 50% of committee composition is lay. Keep in check researcher and institutional power Also, power to the “ordinary New Zealander” (layperson) This research project: experiences of lay members (so, internal to committee process) Across five ethics committees in NZ, lay members are empowered, fully valued members In sharp contrast to the North American experience: limited grammarian roles and often alienated, if not intimidated in cttee Yet, ambiguity of lay role, particularly in tertiary committees: who is a ‘lay’ person? (on Health and Disability Ethics Committees [HDECs], clearer: ‘non-medical’). What or whom do they represent in tertiary contexts
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Arts-based expressions are becoming an increasingly important for understanding and improving business practice. More specifically, drama, painting and music are all artistic tools being used as ways of helping leaders gain insights into... more
Arts-based expressions are becoming an increasingly important for understanding and improving business practice. More specifically, drama, painting and music are all artistic tools being used as ways of helping leaders gain insights into organisational life. However, there is a gap between art as a consulting practice, and its theoretical underpinning. Organisational aesthetics is a relatively new theory of organisations that endeavours to close the gap between the theoretical underpinnings of art and its application as a consulting practice. This thesis contributes to the theory-building efforts of this rapidly expanding field by exploring and developing a novel research methodology: Aesthetic Ethnography. This method is a means whereby researchers work at the arts-business nexus to investigate the ever-changing landscape of organisational life. In order to show how this occurs, the Auckland Philharmonia is offered as an exemplar. Its developments are observed during a time of gove...
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Supply chain scholars, industry leaders, and policy makers have begun to recognize the importance of managing sustainability in global extended supply chains. However, scant attention has been paid to investigating the implementation of... more
Supply chain scholars, industry leaders, and policy makers have begun to recognize the importance of managing sustainability in global extended supply chains. However, scant attention has been paid to investigating the implementation of sustainable supply management practices from the perspective of multitier suppliers located in challenging institutional contexts. Drawing on institutional theory, this qualitative study examines how institutional pressures, mechanisms, and challenges influence the sustainability implementation of a developing country’s multitier apparel suppliers. The study not only captures the viewpoints of 46 owner–managers across 33 multitier suppliers, but also provides complementary evidence from a wide range of institutional actors. The findings show that first‐tier and second‐tier suppliers experience more collective coercive pressures than mimetic and normative pressures toward sustainability implementation. However, only coercive pressure from second‐tier ...
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This article has been crafted to evoke the sound of leadership. It represents the hum and sigh and pounding of leadership as it appeared, disappeared and reappeared each time looking and sounding different in an extraordinary undertaking... more
This article has been crafted to evoke the sound of leadership. It represents the hum and sigh and pounding of leadership as it appeared, disappeared and reappeared each time looking and sounding different in an extraordinary undertaking where senior citizens, many with no acting experience performed T. S. Eliot’s The Waste Land. The metaphor of a hunt and an episodic form represents our experience and we have sought to suggest sound by using principles of montage, Gestalt theory, and the poetic devise of enjambment that leave one reaching after meaning rather than being comforted by end points. This article represents research that we very nearly abandoned, because it simply did not ring true when we wrote in conventional ways. As a result, we advocate different ways of writing not only because we love good writing but because for us, different writing was the only way that we could do justice to this story.
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In this article we explore a view of Mary Parker Follett’s leadership writings that adopting an aesthetic lens un folds. Our approach leads us to images of circularity as experienced in both our own sensory response to her arguments as... more
In this article we explore a view of Mary Parker Follett’s leadership writings that adopting an aesthetic lens un folds. Our approach leads us to images of circularity as experienced in both our own sensory response to her arguments as paradoxical, and as an image of her intellectual abstractions. This aesthetic inquiry values a paradoxical both-and over a bipolar either-or approach, and demonstrates that Follett’s pragmatism stems from her notion of integration and her use of circularity as a recurring leitmotif. Follett argues that leadership integration is contingent on a continual review of the total situation in all its complexity and fluidity. This leads to paradoxical notions of the subordinate role of the leader in organisational processes and the pre-eminence of leadership as an activity that concerns all actors regardless of their place within a hierarchy.
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Artists derive inspiration from daily life. According to John Dewey (1934), common experiences are transformed into works of art through a process of compression and expression. Our paper adopts Dewey's frame to demonstrate that... more
Artists derive inspiration from daily life. According to John Dewey (1934), common experiences are transformed into works of art through a process of compression and expression. Our paper adopts Dewey's frame to demonstrate that experience in the artful classroom plays a valuable role in management education. We asked students to reflect on their work experience and then to provide an artful expression of their reflections. For this exercise we defined artfulness as a process which relies on the discursive practices of satire, and in particular irony and parody. Offering a service management class as an exemplar we demonstrate the use of these rhetorical techniques as reflective learning tools. A class of students were first prompted to consider their common experiences as both customers and service providers, and were then asked to create an ironic artefact. Our paper, which analyses a cartoon sequence produced by students in response to this assignment and in which they parody...
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In this paper we present a pilot study which examines the impact of changing a computer-mediated student management system (SMS) in a New Zealand secondary school on its communication practices. We discovered that staff involved in... more
In this paper we present a pilot study which examines the impact of changing a computer-mediated student management system (SMS) in a New Zealand secondary school on its communication practices. We discovered that staff involved in enacting the changes relied on internal and external informal networks to support the process. Further, we identify that the ability to return to the status quo should the change fail, paradoxically enabled the College to successfully embed the new system.
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In this article we present and discuss a novel approach to research using photographic juxtaposition. This method uses dual images of subjects (at work and at home), and subject involvement in the process of self-presentation, to create... more
In this article we present and discuss a novel approach to research using photographic juxtaposition. This method uses dual images of subjects (at work and at home), and subject involvement in the process of self-presentation, to create a'doubting frame'for research. We discuss the issue of doubt in research and suggest researchers take doubt more seriously, and deliberately construct research to allow and encourage re-description by research's final arbiters-its readers and its subjects. We illustrate our argument with some ...
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The (extra) challenge of location: PBRF and the tyranny of distance National and institutional research audit processes such as New Zealand's newly developed PBRF assigns a premium to world class or internationally competitive... more
The (extra) challenge of location: PBRF and the tyranny of distance National and institutional research audit processes such as New Zealand's newly developed PBRF assigns a premium to world class or internationally competitive research. In the introduction to the 2003 ...
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Would you tell your best friend if you saw their partner locked in a passionate embrace with a colleague? Have you lied or 'stretched the truth'in a job interview to make yourself look better or adopted a different persona in an... more
Would you tell your best friend if you saw their partner locked in a passionate embrace with a colleague? Have you lied or 'stretched the truth'in a job interview to make yourself look better or adopted a different persona in an on-line chat room? Have you ever told someone what you thought they wanted to hear, in an effort to get what you want? Would you copy another person's work and pass it off as your own? And finally, how honest are you really being when answering these questions? All of our communication, in the workplace, at ...
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This paper takes Mary Parker Follett's ideas of power-with and explores them within a contemporary context. Three illustrative case studies from a technology company, innovative manufacturer, and nuclear submarine are offered as ways... more
This paper takes Mary Parker Follett's ideas of power-with and explores them within a contemporary context. Three illustrative case studies from a technology company, innovative manufacturer, and nuclear submarine are offered as ways of exploring the phenomenon. We find that in spite of being hailed for their revolutionary management styles, power-with is still challenging to operationalize especially given the tendency and culturally prevalent expectations to revert to hierarchical, leader-centric forms of guiding organizations. We propose a way forward based on power-with practices which organizations may adopt.