| 1. |
|
|
| 2. |
|
|
| 3. |
|
|
| 4. |
- Jemielniak, Dariusz, et al.
(author)
-
Narratives of irony and failure in ethnographic work
- 2010
-
In: Canadian Journal of the Administrative Sciences. - : Wiley. - 0825-0383 .- 1936-4490. ; 27:4, s. 335-347
-
Journal article (peer-reviewed)abstract
- Organizational ethnography is one of the most valued approaches to qualitative studies of organizations. Much attention has been given to the development of the research process, of which the researcher's identity is an integral part. However, we believe that the analysis of research failures has been much less developed in the discourse of ethnographic methods for the study of organizations. Therefore, we have explored some of the "slips" in ethnographic work, as described in accounts of fellow organizational anthropologists. As the study is qualitative, we have adopted a narrative research method. We have divided the "slips" (i.e., errors) into four categories important for the ethnographer's identity: (a) one's role; (b) one's project, (c) one's relation to "the Other"; and (d) the social context of the slip.
|
|
| 5. |
- Kociatkiewicz, Jerzy, et al.
(author)
-
Experiencing the shadow : Organizational exclusion and denial within experience economy
- 2010
-
In: Organization. - : SAGE Publications. - 1350-5084 .- 1461-7323. ; 17:2, s. 257-282
-
Journal article (peer-reviewed)abstract
- This article focuses on the dark and hidden aspects of experience economy events. These aspects are framed as the shadow in the Jungian sense, i.e. an archetype of the unconscious domain. Individuals and organizations create a shadow as a side effect of attempts at control and ordering of their identity. The article presents stories based on ethnographically inspired field studies of experience economy events to show how staged experience produces an experiential shadow side. The process is problematized and reflected upon as a shadow producing side effect of identity production and management in experience economy settings. The possibilities for the integration of the shadow into the normal operation of experience economy organizations are considered with the help of images of the carnival and the archetype the fool. The acceptance of the paradoxical and strange side of such events they may be better understood and their dark side integrated.
|
|
| 6. |
- Kociatkiewicz, Jerzy, et al.
(author)
-
Sherlock Holmes and the adventure of the rational manager : Organizational reason and its discontents
- 2012
-
In: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221 .- 1873-3387. ; 28:2, s. 162-172
-
Journal article (peer-reviewed)abstract
- Summary Rationality has since long been one of the central been issues in the discourse ofmanagement. Among the classics voices propagating a reductionist rationalism dominated andthere are still many contexts where such a view is taken for granted. On the other hand, criticssince the times of classics have been arguing for a less linear approach to management andmanagement thinking. However, little attention has been paid to some of the different dimensions of management rationality, such as imagination. This paper sets out to address this gap inknowledge through presenting a narrative study focused on a literary character well known for hisrationality, Sherlock Holmes, and revealing that this, to many, very epitome of rationality isactually an example of an extended type of rationality, including imagination. Following thefictional protagonist of our study, we consider some aspects of its relevance for management thought and practice
|
|
| 7. |
- Kociatkiewicz, Jerzy, et al.
(author)
-
The good manager : An archetypical quest for morally sustanable leadership
- 2012
-
In: Organization Studies. - : Sage Publications. - 0170-8406 .- 1741-3044. ; 33:7, s. 861-878
-
Journal article (peer-reviewed)abstract
- This paper explores the potential for morally sustainable leadership, i.e., leadership with an awareness of both light and dark sides contained in the role of the leader, as symbolized by the archetype of the king. A narrative enquiry aiming at the study of fictive stories authored by management theorists and practitioners from different contexts, interweaving collective individual elements, brings to light how issues of leadership goodness are related to each other and to other themes. The stories are presented as archetypical tales, that is, stories that touch profound aspects of culture and the psyche. They reveal what happens when people are asked to imagine a good manager, and how this results in tragic ironic representations, rather than tales of straightforward goodness.
|
|
| 8. |
- Kociatkiewicz, Jerzy, et al.
(author)
-
The speed of experience : The co-narrative method in experience economy education
- 2012
-
In: British Journal of Management. - : Wiley-Blackwell. - 1045-3172 .- 1467-8551. ; 23:4, s. 474-488
-
Journal article (peer-reviewed)abstract
- This paper proposes a management learning technique called the co-narrative method. This approach is seen as a useful means of capturing the subtler nuances of experience economy interactions, as well as learning ethics and corporate social responsibility, by nurturing empathy and compassion. A method is presented based on the example of the idea of slow as fast side of organizational and festival experiences, which is explored through autoethnographic studies of participation in experience economy events. It builds upon insights into improving management education through the use of the humanistic approach. The so-called co-narrative method is based on a syzygic mode uniting the two oppositions (while preserving their inherent contradictions). It encourages its users to exercise understanding of the experience of the Other, while teaching about concrete cases and events.
|
|
| 9. |
|
|
| 10. |
- Kociatkiewicz, Jerzy, et al.
(author)
-
Zaangażowane badania jakościowe
- 2014
-
In: Problemy Zarzadzania. - Warsaw : University of Warsaw. - 1644-9584 .- 2300-8792. ; 4:1, s. 9-17
-
Journal article (peer-reviewed)abstract
- This paper is dedicated to abreflection on the topic of purpose and aim of organization and manage-ment studies. It presents the three main approaches: management studies regarded as pure science, as abpractical discipline, and as an engagement undertaken with the aim of increasing the wellbeing of organizational participants and, in broader terms, of society. We focus on the last perspective and argue for its value, especially in contemporary times. Further, we present qualitative methods as particularly well suited for the practice of such management and organization studies and, finally, we introduce the main criteria of credibility and quality of research undertaken with the use of these methods
|
|
