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The purpose of this conceptual paper is to advocate the adoption of heutagogic principles within management education and to show how it could be implemented.
Abstract
Purpose
The purpose of this conceptual paper is to advocate the adoption of heutagogic principles within management education and to show how it could be implemented.
Design/methodology/approach
This paper is the outcome of a review of the literature on learning theory and management education.
Findings
This paper demonstrates how heutagogic principles have been introduced in three areas: entrepreneurial education, executive coaching and e-learning.
Originality/value
This paper makes an original contribution to the discourse on heutagogy through the OEPA model that maps the heutagogic learning journey.
Details
Keywords
Peter E. Johansson, Helena Blackbright, Tomas Backström, Jennie Schaeffer and Stefan Cedergren
The purpose of this paper is to increase the understanding regarding how managers attempt to make purposeful use of innovation management self-assessments (IMSA) and performance…
Abstract
Purpose
The purpose of this paper is to increase the understanding regarding how managers attempt to make purposeful use of innovation management self-assessments (IMSA) and performance information (PI).
Design/methodology/approach
An interpretative perspective on purposeful use is used as an analytical framework, and the paper is based on empirical material from two research projects exploring the use of IMSA and PI in three case companies. Based on the empirical data, consisting of interviews and observations of workshops and project meetings, qualitative content analysis has been conducted.
Findings
The findings of this paper indicate that how managers achieve a purposeful use of PI is related to their approach toward how to use the specific PI at hand, and two basic approaches are analytically separated: a rule-based approach and a reflective approach. Consequently, whether or not the right thing is being measured also becomes a question of how the PI is actually being interpreted and used. Thus, the extensive focus on what to measure and how to measure it becomes edgeless unless equal attention is given to how managers are able to use the PI to make knowledgeable decisions regarding what actions to take to achieve the desired changes.
Practical implications
Given the results, it comes with a managerial responsibility to make sure that all managers who are supposed to be engaged in using the PI are given roles in the self-assessments that are aligned with the level of knowledge they possess, or can access.
Originality/value
How managers purposefully use PI is a key to understand the potential impact of self-assessments.
Details
Keywords
This paper collects together quotations and extracts from 19th and 20th century thinkers who were little-known for being supporters of workplace democracy.