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- Barry, Daved, et al.
(author)
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Discovering the Business Studio
- 2015
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In: Journal of Management Education. - : SAGE Publications. - 1052-5629 .- 1552-6658. ; 39:1, s. 153-175
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Journal article (peer-reviewed)abstract
- Over the past decade, numerous business schools have begun experimenting with studio-based inquiry, often drawing inspiration from professional studios used within art and design schools and from business and governmental studios used for problem-solving and innovation. Business school studios vary considerably in form, ranging from temporary “pop up” studios to dedicated facilities with full-time staff, with the primary purpose of educating managers in craft, art, and design-based approaches to business problems. The jury on the studio phenomenon is out—can they deliver on their educational promise? To address this question, we pull together 25 years of studio experimentation in multiple settings, visits, and observations of studios around the world and interviews with studio makers from various disciplines. We consider the question of “what is a business studio?” in some detail, conjecture about the value that studios might have for management education, provide examples of four different business studio orientations and how these might translate into practice, and highlight what we believe to be some essentials when starting and running a business studio.
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| 5. |
- Barry, Daved, et al.
(author)
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Seeing more and seeing differently : Sensemaking, mindfulness, and the workarts
- 2010
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In: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 31:11, s. 1505-1530
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Journal article (peer-reviewed)abstract
- The past years have seen a marked rise in arts-based initiatives in organizations, a field we term the workarts. In this paper, we review the workarts in light of sensemaking theory, and especially the role of mindfulness within it. We propose that the workarts foster mindfulness by directing attention away from immediate work concerns and towards analogous artifacts. We identify three distinctive workarts movements - art collection, artist-led intervention, and artistic experimentation. In each movement, we find analogous artifacts that defamiliarize organizational members' habitual ways of seeing and believing, enabling them to make new distinctions and to shift contexts: to see more and see differently. Our review raises a number of questions for the workarts in particular and research on analogical artifacts in general.
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| 6. |
- Barry, Daved, et al.
(author)
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Sublime views and beautiful explanations : The art and craft of organization theory
- 2010
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In: Academy of Management 2010 Annual Meeting - Dare to Care.
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Conference paper (peer-reviewed)abstract
- To create a generative theory that provides beautiful explanations and sublime views requires both a crafts and an art approach to scientific theorizing. The search for generativity leads scholars to perform various theorizing moves between the confines of simple, yet eloquent beauty, and the ranges of rich, yet defamiliarizing sublimity. The quality and trajectories of these moves rely on theorists' emerging appreciation of the devices, traditions, and texts of their field of inquiry.
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| 7. |
- Barry, Daved, et al.
(author)
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The art of leadership and its fine art shadow
- 2010
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In: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 6:3, s. 331-349
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Journal article (peer-reviewed)abstract
- In this paper we attempt to bring art and craft together in the enterprise of leadership, first by reframing the art of leadership in light of fine art thinking, and then joining it to notions of craft. With this, we develop an approach to leadership where artistry is closely dependent on, yet distinct from, craft. Finally, we discuss the ramifications of this perspective for leadership practice and research.
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- Barsade, Sigal G, et al.
(author)
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Leading by Doing
- 2004
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In: Next Generation Business Handbook. - Hoboken, NJ, USA : John Wiley & Sons, Inc. - 0470172223 - 9780470172223 - 0471669962 - 9780471669968 ; , s. 107-123
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Book chapter (other academic/artistic)abstract
- This chapter contains sections titled: Leading by Even More Than Wandering Around Leading by Doing: Better Communication across Hierarchies Leading by Doing: Managerial Learning about the Organization Leading by Doing: Feelings of Greater Trust, Credibility, and Positive Affect between Leadership and Employees Greater Commitment from Employees and Leaders Creating Positive Emotional Contagion in the Group Leading by Doing: Why It Can Be Difficult Leading by Doing: An Example from the Health Care Industry Conclusion
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| 10. |
- Meisiek, Stefan
(author)
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Addressing collective memory : chief executive autobiographies, emotion and the presentation of self
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Other publication (other academic/artistic)abstract
- In recent years a growing number of chief executive autobiographies have appeared on the book market. A hermeneutic analysis of a sample of chief executive autobiographies sheds some light on the way top managers call upon collective memory in their own organizations and the public at large by linking emotion words to the life events described. The findings indicate that the autobiographies constitute a dramaturgical presentation of self that is embedded in the social sharing of emotional life events. Identified display rules show how the chief executives deal with the expectations evoked by their role. The study illustrates how semantic representations of basic emotions are employed, how critical life episodes are viewed arid how the chief executives relate to stakeholders. From this there emerges a picture of the way chief executives use emotion.
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| 11. |
- Meisiek, Stefan
(author)
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Beyond the emotional work event : social sharing of emotion in organizations
- 2003
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Doctoral thesis (other academic/artistic)abstract
- "Every day people experience hassles and joys at work. Consequently, research on emotion in organizational settings has tended to focus on these "as they occur" and "as they are managed". However, not only do people experience emotional events at work they may also talk about these events to their colleagues or intimates. And this verbal sharing of emotion may occur as well in everyday work life as it does in turbulent times or after extraordinary events… Thus begins the journey my dissertation. On the following pages I will introduce the reader to the theory of the Social Sharing of Emotion - i.e. the experiencing of an emotional event, the mental rumination upon it and, finally, telling others about it - with a view to knowledge sharing, narratives and social networks at work. In five articles the role of social sharing of emotion in humor at the workplace, collective memory, strategic change, decision making and change management will be untangled. "
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| 12. |
- Meisiek, Stefan, et al.
(author)
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Finding the sweet spot between art and business in analogically mediated inquiry
- 2018
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In: Journal of Business Research. - : Elsevier. - 0148-2963 .- 1873-7978. ; 85, s. 476-483
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Journal article (peer-reviewed)abstract
- In a longitudinal study, we followed 19 companies that invited artists to help their employees become more innovative. The purpose of the projects was to see if working artistically with a variety of media around organizational concerns could help employees question their habitual ways of seeing, knowing, and acting—i.e., their work epistemes. Following an artist's lead, employees created and interpreted colorful artifacts that functioned as analogs to their workplace and practices. The outcomes varied greatly. In some cases, the analogous artifacts became rich signifiers for collective sensemaking. In other cases, employees were lost in reflection. Comparing the cases, we found that there are “sweet spots” where stakeholders maintained a meaningful and dynamic balance between working artistically and business concerns. With the “sweet spot” concept, our study contributes to the literature on the role of arts-based methods for collective sensemaking, as well as the literature on epistemic objects in organizing.
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| 14. |
- Meisiek, Stefan
(author)
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From theater theory to business practice : theories of action of an organization theater company
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Other publication (other academic/artistic)abstract
- This paper on organization theater - theatrical performances in organizational contexts - looks at those who provide theater of this kind. Particular attention is paid to the theories of action and the practices of organization theater companies (OTes), with a view to exploring the functions of organization theater in greater depth. As an analytical frame for theories of action the concepts of espoused theories and theories-in-use are introduced. Possible dilemmas regarding consistency, congruence, effectiveness, value and testability stemming from the theories of action are briefly discussed. Organization theater is then presented in terms of a typology and various identified effects. Against this background a case study of an OTe is offered in order to throw more light on the theories of action and the practices concerned. Results indicate a divergence between the espoused theories and the theories-in-use. While the espoused theories imply a strong focus on human self-development and liberation, the theories-in-use point more towards direct influence on the part of the management of the customer organizations.
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| 15. |
- Meisiek, Stefan
(author)
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Group polarization revisited : effects of discussion among recruiters on perceived person-job and person-organization fit
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Other publication (other academic/artistic)abstract
- Previous research on job interviews tended to regard the job candidate as the only source of information in assessing person-job (P-J) and personorganization (P-O) fit. Revisiting group polarization theory, this study explores the effects on perceived P-J and P-O fit of discussions among recruiters, i.e. when the cooperating recruiters share socially the impressions they have acquired from panel interviews. Fellow-recruiters thus become a source not only of information in assessing a job candidate, but also of social comparisons and persuasive arguments. Findings from a laboratory experiment in which experienced managers (n=60) conducted fictitious panel interviews with job candidates indicate that, in accordance with group polarization theory, convergence of perceived P-J and P-O fit depends on the possibility of socially sharing decision-related interview experiences. Perceptions of P-O fit showed a stronger tendency to converge than perceptions of P-J fit. This suggests that perceptions of P-O fit are more subject to discussion in the recruiter group than perceptions of P-J fit.
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| 16. |
- Meisiek, Stefan, et al.
(author)
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Nonsense makes sense : humor in social sharing of emotion at the workplace
- 2005. - 1st ed.
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In: Emotions in Organizational Behavior. - : Psychology Press. - 9781410611895
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Book chapter (other academic/artistic)abstract
- Emotional events are often molded in a humorous way in the course of frequent retelling after the event. An instructive example, in terms of our concerns in this theoretical chapter, appears in Linstead (1985) with an analysis of a particular case. A worker on a fruit-pie machine was left with a mutilated hand after an accident on the job. His amputated finger could not be found, and 4,000 pies were discarded. In the days and weeks that followed, his coworkers reinvoked the emotional event among themselves. Linstead identified comments, remarks, discussions, and jokes in which the emotional event was reframed in a humorous way. One coworker recalled, “I can’t remember ‘em all now, but when it happened there were loads of jokes about it. It sounds ter-rible, dun’ it, but tha’d hear a new ‘un every break. I wish I could remember ‘em” (Linstead, 1985, p. 753). One such joke was,” ‘They were going to get some ‘finger-hunter’ stickers made and pack them 4000 pies’ (promotion boxes usually bore a sticker marked ‘Bargain Hunter’)” (Linstead, 1985, p. 754). As Linstead explained, humor was added to the emotional event by the workers in order to maintain their own status, competence, and independence, and to cope with their particular work environment. In the end the event was well recognized and well established in the sensemaking of the workgroup. What is striking about this example is the molding of a negative emotional event through the injection of humor. In addition to the social effects described by Linstead, humor seems to offer a means whereby the individual can talk about strong emotional events in the social sphere of work.
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| 17. |
- Meisiek, Stefan, et al.
(author)
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Organizational studios : Enabling innovation
- 2016
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In: Artistic interventions in organizations. - Abingdon : Routledge. - 9781138821132 - 9781315743486 ; , s. 225-238
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Book chapter (peer-reviewed)
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| 18. |
- Meisiek, Stefan
(author)
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Social sharing of emotion and strategic change in a small business venture
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Other publication (other academic/artistic)abstract
- The purpose of this study is to explore the way stories of emotional events in organizations are related to strategic change. Two propositions introduce the apparently paradoxical situation whereby it is presumed that managers take notice of organizational events, developments or trends (OEDTs) in the stories told by other organizational members and that they frame these as strategic issues, while at the same time their own articulated sensemaking directs the attention of their staff and fellow-managers towards OEDTs already noticed, thus giving special prominence to just these issues for storytelling. Weick (1995) calls this enactment, i.e. managers themselves produce part of the environment that faces them. In the light of this, the social sharing of emotion, i.e. the recounting of emotional work events, is introduced as a theoretical concept for studying strategic change in organizations. A triangulation of qualitative and quantitative data collected in a small business venture enabled the matching of interviews, diaries and experience sampling with the special requirements of a study of social sharing at the workplace. The results indicated that various discrete emotions helped to determine the work events that were socially shared and the people with whom they were shared, both inside and outside the organization. This sharing behavior proved to have an effect on managers when it came to noting certain OEDTs. The results allowed for the refining and adjusting of the original propositions to create a local theory indicating a bipolar process of strategic change.
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| 19. |
- Meisiek, Stefan, et al.
(author)
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The science of making management an art
- 2014
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In: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221 .- 1873-3387. ; 30:1, s. 134-141
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Journal article (peer-reviewed)abstract
- Scientific studies at the crossroads of art and management are a relatively recent phenomenon. Nevertheless, a dedicated group of scholars has created a considerable diversity in their approaches to this topic. In this paper we take stock of the works that have marked the field, review ways in which scholars have created and furthered theory across domain boundaries, and observe how scholars have addressed the difficulties of studying art and management empirically. We conclude with an outlook for the field, where we address questions of relevance and persistence.
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| 20. |
- Meisiek, Stefan, et al.
(author)
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Theorizing the field of arts and management
- 2014
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In: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221 .- 1873-3387. ; 30:1, s. 83-85
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Journal article (other academic/artistic)
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| 21. |
- Meisiek, Stefan, et al.
(author)
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Through the looking glass of organizational theatre : Analogically mediated inquiry in organizations
- 2007
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In: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 28:12, s. 1805-1827
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Journal article (peer-reviewed)abstract
- Organizational theatre is now widely used as a platform for analogically mediated inquiry and change. Using an alternate template research strategy, we combined interview, visual, and survey methods to study the processes underlying an organizational theatre effort over a year, clarifying how theatre performances analogically affect employees' understanding of their workplace. We identified a 'looking glass' effect, where analogies create shifting reflections over time that lead to unpredictably emergent changes in the way employees perceive their organization. Our study not only informs the organizational theatre literature, but addresses broader debates on analogical thinking in organization studies, suggesting that current explanations of analogical processes may be overly restricted both in their scope and their conclusions. Specifically, we propose that compound analogues such as organizational theatre, sculpture and film will not only work differently from more abstract and singular analogues, but create very different effects as well.
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