Business & Economics Collected Works - Research Publications
Permanent URI for this collection
Search Results
1 - 4 of 4
-
ItemNo Preview AvailableHow artists can help us perceive organizational dysfunction and broken-ness differently(The Art of Management and Organization, 2024)This paper considers what organizations might learn from artists and the aesthetic devices they employ in the production of art that deals with dysfunction and broken-ness. By introducing these conditions as central to the redrawing of art’s remit following the existential crises and traumas of the 20th and 21st Centuries, it positions them as central to the critical contestation of what defines ‘functionality’ at an organisational level. From problematising the binarism of (and, consequently, the drawing of the boundary between) dysfunctional|functional and broken|fixed, I offer an organizational alternative as presented by artists. The work of German artist Joseph Beuys (1921–1986) and Venezuelan artist Alejandra Ghersi (1989–) has been selected for the insights they offer to support this task. This paper explores their re-constitution of aesthetic registers (such as harmony, beauty, rhythm, and tone) as an organizational act, and positions the resulting ‘transformative dissonance’ as metaphor for a condition of post-binary organization. By focusing on each artist’s determined non-binarism and the associated aesthetic construct of their respective work, this paper presents approaches to dysfunction and broken-ness that accept dissonance as a natural organizational phenomenon, that then, from this (dis)position of acceptance, avail themselves to the pursuit of organizational transformation.
-
ItemExperimentalism as Aesthetic Entrepreneurialism: a (sonic) pedagogical offering(The Art of Management and Organization, 2023)(Hear…) Here, my sonic practice[1] navigates the nexus between aesthetics, organization and pedagogy. It does so in a curious entrepreneurial spirit. Upon encountering the essay ‘How art becomes organization: Reimagining aesthetics, sites and politics of entrepreneurship’ (Holm & Beyes, 2022), I was taken by the authors’ comparison (or conflation) of art and entrepreneurialism; particularly the reading of their “power to experiment with how the social is apprehended, organized and inhabited” (Holm & Beyes, 2022, p. 227). I considered the place of sonic experimentation in this entrepreneurial context, with apprehending, organizing, and inhabiting as necessarily pedagogical pursuits.
-
ItemProjecting innovation in higher education: An Australian study(Higher Education Research and Development Society of Australasia, 2020)This paper presents the findings of a preliminary study that reviews the literature detailing the historical trajectory of innovation in higher education. It contextualises this history for the 21st Century university (specifically for its developments in teaching and learning). Against this backdrop, the study interrogates the ontological disconnect of the university serving its community while also being a driver for change. A scoping study and textual analysis of the innovation strategies of all 40 Australian universities is presented. Per conjecturam, the study poses the question; if every university purports to be innovating in teaching and learning, how might a university reconsider its interpretation and representation of innovation in this space so as to become genuinely innovative?
-
ItemThe Evolving Role of Internal Organization Development Offices in Higher Education: Perspectives from Australia and the United States(Organization Development Network, 2021)Internal organization development offices, scholars, and practitioners have an important role to play in helping organizations and their leaders navigate the ambiguity, complexity, and disruption posed by the COVID-19 pandemic and in helping them repair, recover, and reinvent for a post-pandemic future. Given the wide range of contemporary challenges and the need for leaders at levels of higher education to engage directly with these challenges, internal organiza¬tion development offices will need to straddle both operational and humanis¬tic imperatives. This article provides an overview of two internal organization development offices—one in Australia and one in the United States—and how these offices have evolved to best meet the short-term and long-term needs of university colleagues.