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1 – 10 of 47Patrick Hopkinson, Mats Niklasson, Peter Bryngelsson, Andrew Voyce and Jerome Carson
The purpose of this paper is to provide an analysis of the life of the musician Brian Wilson from five different perspectives.
Abstract
Purpose
The purpose of this paper is to provide an analysis of the life of the musician Brian Wilson from five different perspectives.
Design/methodology/approach
The authors used a mixed method of collaborative autoethnography, psychobiography and digital team ethnography to try and better understand the life and contributions of Brian Wilson.
Findings
Each of the five contributors provides different insights into the life and music of Brian Wilson.
Research limitations/implications
While the focus of this paper is on a single individual, a case study, the long and distinguished life of Brian Wilson provides much material for discussion and theorising.
Practical implications
Each individual presenting to mental health services has a complex biography. The five different contributions articulated in this paper could perhaps be taken as similar to the range of professional opinions seen in mental health teams, with each focusing on unique but overlapping aspects of the person’s story.
Social implications
This account shows the importance of taking a biological-psychological-social-spiritual and cultural perspective on mental illness.
Originality/value
This multi-layered analysis brings a range of perspectives to bear on the life and achievements of Brian Wilson, from developmental, musical, psychological and lived experience standpoints.
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Patrick Hopkinson and Mats Niklasson
This paper aims to introduce International Digital Collaborative Autoethnographical Psychobiography (IDCAP).
Abstract
Purpose
This paper aims to introduce International Digital Collaborative Autoethnographical Psychobiography (IDCAP).
Design/methodology/approach
This paper describes how IDCAP was developed to answer research questions about what it takes and what it means to recover from mental illness. During its development, IDCAP combined the diverse and intersectional experiences, knowledge and interests of an Anglo-Swedish research team with what could be found in different publications concerning the experiences and the mental illnesses of the musicians Syd Barrett, Peter Green and Brian Wilson.
Findings
IDCAP combines features of autoethnography and psychobiography to offer a novel qualitative research method.
Research limitations/implications
Whilst IDCAP was created to focus on recovery from mental illness and musicians, it can be applied to other areas of research. It shares the same limitations as autoethnography and psychobiography, although some of the features of IDCAP may go some way to mitigate against these.
Practical implications
IDCAP is a novel research method that is offered to other researchers to develop and enhance further through application.
Social implications
IDCAP is a collaborative research method that encourages the involvement of a wide range of researchers from different countries and cultures. It can be used to give voice to marginalised groups and to counter discrimination and prejudice. Recovery from mental illness is a topic of great personal and social value.
Originality/value
IDCAP is a novel research method that, to the best of the authors’ knowledge, has not been explicitly used before.
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The main aim of this paper is to provide a living tribute of lived expert by experience and researcher Andrew Voyce.
Abstract
Purpose
The main aim of this paper is to provide a living tribute of lived expert by experience and researcher Andrew Voyce.
Design/methodology/approach
Andrew provided the author with a list of names of people he might approach to write a tribute on his behalf.
Findings
The accounts describe the influence that Andrew has had both as an educator and as a trusted colleague for the people approached.
Research limitations/implications
In many ways, the voices of people with mental health problems have been marginalised. Few mental health journals, with only some exceptions, encourage lived experience contributions.
Practical implications
The mental health agenda continues to be dominated by professional groups. The remarkable individuals who continually battle with serious mental illness are often lost in official discourses.
Social implications
Despite the fact that the topic of mental health is now much more in the public domain, research tells us that the most effective anti-stigma strategy is contact with sufferers.
Originality/value
The archivist Dr Anna Sexton co-produced one of the few mental health archives that only featured people with lived experience. Andrew was one of the four people featured in it. This account “showcases” the work of this remarkable man.
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This study aims to explore a rarely studied form of person–organization fit, perceptual fit, which captures the accuracy of an employee’s understanding of their organization’s…
Abstract
Purpose
This study aims to explore a rarely studied form of person–organization fit, perceptual fit, which captures the accuracy of an employee’s understanding of their organization’s culture. The managerial antecedents of perceptual fit were explored to increase understanding about how employees learn their organizational culture and the role that managers play in that process. In addition, the behavioural and attitudinal consequences of perceptual fit were examined to gain a deeper appreciation for the impact of misunderstanding one’s organizational culture on work attitudes and cognitions.
Design/methodology/approach
Survey tools were used to measure multiple workplace cognitions, attitudes and values from employees of three small health-care organizations. Organizational culture was measured for each organization so that perceptual fit could be ascertained, which represents an accuracy score of each individual’s comprehension of their organization’s culture. Regression analyses measured the hypothesized associations between perceptual fit and its proposed antecedents and consequences.
Findings
The results suggest that leader–member exchange (LMX) and perceived organizational support (POS) are both positively associated with perceptual fit. In terms of the outcomes of perceptual fit, the regression analyses provide support for an association between perceptual fit and psychological empowerment, job satisfaction and organizational commitment.
Originality/value
This study contributes to the literature by exploring how employees come to understand their organization’s culture, and the consequences of differing levels of understanding (i.e. perceptual fit). The study results suggest that managerial action such as LMX and POS can enhance the chances that an employee is able to understand their organization’s culture accurately. Furthermore, this research adds to our understanding of the individual consequences of understanding one’s organizational culture by providing evidence that psychological empowerment is associated with perceptual fit.
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Lisa Balzarin and Francesco Zirpoli
The literature on routine dynamics widely explores how organizational routines endogenously change over time, emphasizing the benefits of such property. Until now, there has been…
Abstract
The literature on routine dynamics widely explores how organizational routines endogenously change over time, emphasizing the benefits of such property. Until now, there has been relatively little research attention devoted to the potential challenges associated with routine changes. This is a problem in a world in flux, where adaptation is more of a continuous rather than intermittent need. The authors suggest that when routines change, the links they create between agents that enable coordination are destabilized, ultimately hindering organizational change. This work draws on a case study in the automotive industry, a sector in which organizations are encountering significant changes in both their business environment and dominant technological design. The authors show that when new systems of organizational routines emerge to fill new spaces of action the established connections decay and generate relational and temporal voids, that is, missing connections among agents and across time. As these voids form, the change process of organizations is made more complex, no matter the emergence of new routines and agents’ willingness to change. The findings offer a fresh perspective on the impact of organizational routines in a “world in flux” by delving into the costly “side effect” of routine dynamics.
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