Painting Outside the Lines: Transgressing the Managerial University, Avoiding Forced Creativity

This chapter aims to put creative methods into the context of wider trends in university institutions. As managerialism—here understood as the application of corporate values and practices into all sectors of society—continues to play a large role in the production and creation of knowledge, we argue that creative methods have the potential to either subvert or reinforce these trends. We see the entrenchment of managerialism as contradictory to the stated aims of the application of creative methods in knowledge production. In an attempt to avoid this, we provide a picture and discuss the institutional framework in which creative methods are deployed to understand and critique the values and practices of managerialism in academia. We point towards the constraints it places on those who wish to take a creative approach. First, we provide an historical accounting of how managerial values have contributed to de-politicization in the wider public sphere, with a particular focus on academia. Second, we outline the fundamental properties of the managerial university, summarized as: (i) accountability, (ii) competition, and (iii) obedience. Third, we sketch out a definition of forced creativity and illustrate two applied cases of how it might look in practice: “artwashing” and “funding tricks”. This section is meant to contribute to defining “truly” creative methods by spelling out what they are not. Finally, we summarize our main points and provide future directions of discussion.

The relationship between the level of a corporation’s public disclosure of its managerial values and its level of organizational authenticity

Purpose This study aims to explore if corporations that publicly disclose more information about their managerial values are also more organizationally authentic in enacting these values. Design/methodology/approach A maturity model of managerial values is used that ordinally ranks a corporation’s level of managerial values enactment using corporate annual reports. The samples of corporations’ corporate reports are qualitatively content analyzed, and the outcomes are statistically tested. Findings The findings indicate that as an organization voluntarily discloses more information about its corporate values, it tends to be more likely to enact their espoused values, and their corporation’s level of organizational authenticity increases. Originality/value This study suggests an approach to benchmark a corporation’s level of organizational authenticity using public information, and by doing so, contributes to both policy and practice by offering a framework to compare organizational authenticity between public corporations by their sector, size or the age of the corporation.

Openness to change and conservation in value-laden decisions

Orientation: Values influence decision-making in organisations; however, it is not yet clear how values of openness to change and conservation determine decision quality when managers are faced by competing values.Research purpose: The research examines the relationships between managerial values of openness to change and conservation and cognitive decision quality.Motivation for research: We argue that values influence cognitive decision-making quality.Research approach/design and method: The quantitative research design made use of the portrait value questionnaire–based values of openness to change and conservation in relation to a measure of decision-making quality based on two value clashing decision scenarios.Main findings: The results revealed that the managers’ cognitive decision-making quality was lower for those who valued tradition within the conservation value block, with some indication that self-directed thought related to better cognitive processing of decision alternatives.Contribution/value-add: The research demonstrates how the operationalised integrative complexity measure may be used as a novel decision-making quality metric. In addition, it introduces new value-sensitive decision-making scenarios. It also demonstrates that decision quality considerations in the value-driven decision-making dialogue are as important as ethical considerations. A values and quality decision-making framework gives managers an approach to higher quality decisions.Practical/managerial implications: As values are stable rules of behaviour, the results support the development of decision-making quality and values awareness for managers.

Mechanisms for development in corporate citizenship: a multi-level review

Social Responsibility, referred to in this study as Corporate Citizenship (CC) has experienced continued growth in significance among academics and corporate leaders. The absence of a multi-level approach to what would explain the advancement in CC has inhibited a realization of singularly conclusive study. In fact, nearly every scholar in the field of CC has come up with their perspective to explain the mechanisms for development in corporate citizenship, none of them being singularly conclusive. This study takes multi-level review of the current body of knowledge on mechanisms for development in corporate citizenship. This is achieved through a comprehensive synthesis of the literature around the mechanisms for development in CC from a multi-level perspective. The findings show that the majority of scholars still populate disciplinary, specialized micro- (Managerial values), meso- (Business Case) or macro- (Institutional Mechanisms) as a driver for the development of CC. we also found out that previous studies that have explored to explain drivers for CC either falls under the Managerial values, business case, or Institutional mechanisms. The findings also indicate that none of the singular perspectives have explained development in CC with conclusive results. Further the study demonstrates that it is the interaction between the different three levels of mechanisms for CC development (BC, MVs and IMs), but not acting separately is what could be driving CC to another level. Finally this study, recommends a multi-level approach to the study in social responsibility.

Invoking indigenous wisdom for management learning

Management thinking today, based in neoliberalism, gears economies, businesses, and whole societies toward constant material growth and achievement of wealth, defined as monetary or financial wealth. In terms of management learning, the dominance of the managerialist/capitalist ideology reinforces existing dominance structures that have long suppressed the voice—and values—of Indigenous peoples. Drawing from work by Indigenous scholars, we focus on the Indigenous wisdom which has the potential to offer a very different form of economy and different sets of managerial values that orient businesses and other institutions towards fostering relationship, responsibility, reciprocity and redistribution for shared wellbeing. Perspectives from Indigenous wisdom can push focus away from today’s neoliberalism and “(hu)man”-dominating-nature mindsets, evident in Western cultures, towards more holistically integrated approaches. In the aftermath of the Covid-19 pandemic, we argue for a pivot towards recognizing, collaborating with, integrating, and renewing management and business school mindsets by incorporating Indigenous wisdom to build a world in which all—including non-human beings—can flourish.

How the authentic experience of a traditional cultural festival affects the attendee's perception of festival identity and place identity

PurposeThis study examines the relationship between authentic experience and festival identity as well as place identity among tourists visiting the 2018 Lugang Dragon Boat Festival, one of the largest traditional cultural festivals in Taiwan and the festival with the longest history.Design/methodology/approachUsing an on-site survey with convenience sampling, a total of 1,360 valid questionnaires were collected in Lugang Township, a well-known, popular heritage tourism destination in Taiwan. The study also applies structural equation modeling to examine the proposed research model.FindingsThe findings of this study establish that the investigated authentic experience has relationships with image, value, satisfaction and identity, thus filling a research gap. In accordance with the theoretical model, the experience of authenticity affects satisfaction through festival image and festival value and strengthens both the attendee's perception of festival identity and place identity.Originality/valueThis research has both theoretical and managerial values. Regarding its theoretical implications, the study explains the relation between authentic experience and festival and place identity. Thus, it fills a research gap resulting from insufficient academic interest in the relationship between festival satisfaction and the formation of festival and place identity. Regarding its managerial implications, to achieve sustainable festival development, festival information services, programs, souvenirs, food and facilities and the convenience of festival activities should be strengthened.

Conflicting Values in Organizations: Local Versus Intruder Managerial Values

Developing countries are making great efforts to break out the cycle of underdevelopment, relying on a strategy of importing technology and management methods from Western countries. However, this did not produce the desired results, which pushed for the study of the reasons for this problem. The researcher has relied on collecting data for this paper, on his experience over the years, as a manager in some production and service enterprises. Several visits were carried out to enterprises and interviews were carried out with workers, supervisors, and managers, which led to the conclusion of the importance of cultural values in organizations. The divergence between imported management methods and the lack of training about managing cultural values are among the most important obstacles to effective human resources management.

Physician managers in Hong Kong public hospitals

PurposeExamining the self-identification of physician managers with their manager and clinician roles, and its impact on the state and professional powers in healthcare governance.Design/methodology/approachWith purposive sampling, a total of 15 frontline clinical department managers (mainly principal consultants) and directorial managers (mainly Hospital Chief Executives) were recruited to elite interviews. The themes for data collection and analysis were based on a systematic scoping review of previous empirical studies.FindingsPhysician managers maintained respective jurisdictions in policymaking and clinical governance, as well as their primary self-identification as rationalizers or protectors of medicine, according to their managerial roles at a directorial or departmental level. However, a two-way hybridization of physician managers allowed the exchange of clinical and managerial authority, resulting in cooperation alongside struggles among medical elites; while some frontline managers were exposed to managerial values with the awareness of budget and organizational administration, some directorial managers remained aligned to a traditional mode of professional communication, such as persuasion through informal personal networks and by using clinician language and maintaining symbolic contact with the clinical field.Originality/valueThis study identifies the inconsistency in physician managers’ identity work, as well as its patterns. It goes beyond a dichotomized framework of professionalism versus managerialism or an arbitrarily blurred identity.

The evolution of agribusiness management values from labor to brain mechanism that shape leadership style

The managerial values have been changed overtime, because of external environment situations. It is also shaping leadership style in each era of the changes. This article, the authors aim to review the managerial values changing overtime from agricultural, to industrial revolution, computerization, technology, and until today the digitalization era. In each era, there were various scholar proposed management concept and values. Presently, some concepts are still in use, and each concept requires different leadership styles that affecting to organizational performancestrive to success its goals. The most well-known leadership styles are transactional and transformational style. Today, in digital era where artificial intelligent applied and things change swiftly, unpredictably. The leadership style in this era, the authors proposed leader should transform to ‘digitalizationalleader’.

Identifying Organisational Climate Elements that can be used to Detect and Prevent Management Fraud

Management fraud is a global problem that has become more widespread than ever before. Current modes for detecting and preventing fraud, such as those based on demographic factors, have not been very successful. It is argued that organisational psychology—more specifically the study of organisational climate—provides excellent vantage points from which to understand management fraud. The purpose of this study was to identify organisational climate elements that increase the potential risk of management fraud within an organisation. The study has done this in order to employ these elements in detecting and preventing potential management fraud. A mixed research design was employed, encompassing two broad phases, namely: classification, whereby a framework was developed; and empirical validation, which made use of analytical induction as well as Lawshe’s content validity ratio. It was found that leadership style and managerial values are the elements that relate most to the detection and prevention of management fraud. It was also found that ethical leniency, poor example setting and hypocrisy were likely to create climates in which management fraud takes place. In terms of values, the study found that it is not simply the adoption or communication of values that is important in shaping a fraud-conducive climate, but rather whether or not any professed values are seen to be implemented or lived.