Search results

This paper aims to explore the impact discourse has on decision making practices within the boardroom and considers how personal proficiency in micro-language use can enhance an individual’s personal efficacy in influencing boardroom decisions. The work uses Habermas’ theory of communicative action to critique board talk, highlighting the need for greater understanding of the power of everyday taken for granted talk in strategy shaping. It illuminates the contribution that human resource development (HRD) professionals can make to the management of such behaviour and minimising dysfunctional behaviour and enabling effective boardroom practices.

Traditional governance theory from a business and organisational perspectives are provided before considering the boardroom environment and HRD’s role. The authors undertake ethnographic research supported by conversation analysis to explore how directors use talk-based interpersonal routines to influence boardroom processes and enact collective decision making. The authors provide one extract of directors’ talk to illustrate the process and demonstrate what the data “looks like” and the insights it holds.

The analysis suggests that the established underlying assumptions and rationale ideologies of corporate governance are misplaced and to understand the workings of corporate governance HRD academics and professionals need to gain deeper insight into the employment of talk within boards. Armed with such insights HRD professionals can become more effective in developing strategies to address dysfunctional leadership and promote good governance practice throughout their organisation.

The work raises a call for HRD to embrace a societal mediation role to help boards to become a catalyst for setting good practice which is strategically aligned throughout the organisation. Such roles require a more dialogical, strategic and critical approach to HRD, and professionals and academics take a more holistic approach to leadership development.

The paper considers the role of the development of HRD interventions that both help individuals to work more effectively within a boardroom environment and support development to shape a boardroom culture that promotes effective governance practice by influencing boardroom practice thereby promoting strong governance and broad social compliance throughout the organisation.

Around 7% of the female prison population are pregnant (Albertson, O'Keeffe, Lessing-Turner, Burke & Renfrew, 2014; Kennedy, Marshall, Parkinson, Delap, & Abbott, 2016; Prison Reform Trust, 2019). However, although recent years have witnessed growing academic interest in relation to mothering and imprisonment, limited attention has been paid to exploring the experiences of pregnancy for women serving a custodial sentence. Combining health and criminological research, this chapter offers a unique perspective of women's accounts of pregnancy and imprisonment, highlighting the specific challenges faced by pregnant women in negotiating the prison environment, whilst also illustrating the adaptive strategies adopted to cope with pregnancy and new motherhood in the context of imprisonment.

This chapter tells the story of the Early Childhood Collaborative (ECC), a committee set up to formulate a plan for the delivery of universal preschool education for 4-year-olds in a medium sized Midwestern city in the United States. As I explore the policymaking interactions of this collaborative, the issue of who was included, the capital needed for inclusion, and the power related to social networks and how that shapes collaboration are illuminated. It is argued that in order to bring diverse voices to the table, alternate ways of creating space for participants in policy formulation need to be considered. It is in these spaces that it might be possible to create and present counter narratives to dominant views of how early childhood education should be enacted.