Seeing the big PICTURE: A framework for improving the communication of requirements within the Business-IT relationship

The relationship between the business and IT departments in the context of the organisation has been characterised as highly divisive. Contributing problems appear to revolve around the failure to adequately communicate and understand the required information for the alignment of business and IT strategies and infrastructures. This study takes a communication-based view on the concept of alignment, in terms of the relationship between the retail business and IT within a major high street UK bank. A research framework (PICTURE) is used to provide insight into this relationship and guide the analysis of interviews with 29 individuals on mid-high management level for their thematic content. The paper highlights the lessons that can be derived from the study of the BIT relationship and how possible improvements could be made

Agency theory and performance appraisal: how bad theory damages learning and contributes to bad management practice

Performance appraisal interviews remain central to how employees are scrutinised, rewarded and sometimes penalised by managers. But they are also often castigated as ineffective, or even harmful, to both individuals and organisations. Exploring this paradox, we highlight the influence of agency theory on the (mal)practice of performance appraisal. The performative nature of human resource management increasingly reflects an economic approach within which its practices are aligned with agency theory. Such theory assumes that actors are motivated mainly or only by economic self-interest. Close surveillance is required to eliminate the risk of shirking and other deviant behaviours. It is a pessimistic mind-set about people that undermines the supportive, co-operative and developmental rhetoric with which appraisal interviews are usually accompanied. Consequently, managers often practice appraisal interviews while holding onto two contradictory mind-sets, a state of Orwellian Doublethink that damages individual learning and organisational performance. We encourage researchers to adopt a more radical critique of appraisal practices that foregrounds issues of power, control and conflicted interests between actors beyond the analyses offered to date

Extending critical performativity

In this article we extend the debate about critical performativity. We begin by outlining the basic tenets of critical performativity and how this has been applied in the study of management and organization. We then address recent critiques of critical performance. We note these arguments suffer from an undue focus on intra-academic debates; engage in author-itarian theoretical policing; feign relevance through symbolic radicalism; and repackage common sense. We take these critiques as an opportunity to offer an extended model of critical performativity that involves focusing on issues of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation

The relationship between transformational leadership and follower sickness absence:The role of presenteeism

The impact of transformational leaders on employee health and well-being has received much attention. Less research has focused on the relationships between transformational leaders and followers’ sickness absenteeism. In the present study, we examined the relationships between presenteeism, group-level transformational leadership, and sickness absence rates in a three-year longitudinal study in a postal service (N = 155). We found group-level transformational leadership in year 1 predicted sickness absenteeism in year 2, but not year 3. In examining conditions under which transformational leadership may be linked to higher levels of sickness absenteeism, we found that presenteeism in year 1 moderated the link between transformational leadership in year 1 and sickness absenteeism in year 3, such that followers working in groups with a transformational leader and who were high in presenteeism reported higher levels of sickness absenteeism. Our results suggest a complex picture of the relationship between transformational leadership and sickness absenteeism, transformational leaders may promote self-sacrifice of vulnerable followers by encouraging them to ignore their illnesses leading to increased risks of sickness absence in the long-term

Is complexity leadership theory complex enough? A critical appraisal, some modifications and suggestions for further research

Scholars are increasingly seeking to develop theories that explain the underlying processes whereby leadership is enacted. This shifts attention away from the actions of ‘heroic’ individuals and towards the social contexts in which people with greater or lesser power influence each other. A number of researchers have embraced complexity theory, with its emphasis on non-linearity and unpredictability. However, some complexity scholars still depict the theory and practice of leadership in relatively non-complex terms. They continue to assume that leaders can exercise rational, extensive and purposeful influence on other actors to a greater extent than is possible. In effect, they offer a theory of complex organizations led by non-complex leaders who establish themselves by relatively non-complex means. This testifies to the enduring power of ‘heroic’ images of leader agency. Without greater care, the terminology offered by complexity leadership theory could become little more than a new mask for old theories that legitimize imbalanced power relationships in the workplace. This paper explores how these problems are evident in complexity leadership theory, suggests that communication and process perspectives help to overcome them, and outlines an agenda for further research on these issues

Caring Leadership: A Heideggerian Perspective

This paper develops the idea of caring leadership based on Heidegger’s philosophy of care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’ and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of others. This involves gauging and taking responsibility for the ramifications of intervention, balancing the urge for certainty of outcome and visibility of contribution with the desire to encourage and enable others. Our analysis suggests several twists to contemporary leadership debates. We argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance, but rather, their under-reliance on agency. This is a different kind of agency to that of heroic or charismatic models. It involves tolerance of complexity and ambivalence; a rich sense of temporal trajectory; concern for one’s presence in the world; and crucially, the ability to resist the soothing normativity of ‘best practice’. From this position, we argue that the problem with the growing scholarly interest in an ethic of care is that it provides too tempting a recipe to follow. In a Heideggerian view, caring leadership has little to do with compassion, kindness or niceness; it involves and requires a fundamental organization and leadership of self

On the Dialectics of Charisma in Marina Abramović’s The Artist is Present

While ‘charisma’ can be found in dramatic and theatrical parlance, the term enjoys only minimal critical attention in theatre and performance studies, with scholarly work on presence and actor training methods taking the lead in defining charisma’s supposed ‘undefinable’ quality. Within this context, the article examines the appearance of the term ‘charismatic space’ in relation to Marina Abramovic’s retrospective The Artist is Present at New York’s Museum of Modern Art in 2010. Here Abramovic uses this term to describe the shared space in which performer and spectator connect bodily, psychically, and spiritually through a shared sense of presence and energy in the moment of performance. Yet this is a space arguably constituted through a number of dialectical tensions and contradictions which, in dialogue with existing theatre scholarship on charisma, can be further understood by drawing on insights into charismatic leaders and charismatic authority in leadership studies. By examining the performance and its documentary traces in terms of dialectics we consider the political and ethical implications for how we think about power relations between artist/spectator in a neoliberal, market-driven art context. Here an alternative approach to conceiving of and facilitating a charismatic space is proposed which instead foregrounds what Bracha L. Ettinger calls a ‘matrixial encounter-event’: A relation of coexistence and compassion rather than dominance of self over other; performer over spectator; leader over follower. By illustrating the dialectical tensions in The Artist is Present, we consider the potential of the charismatic space not as generated through the seductive power or charm of an individual whose authority is tied to his/her ‘presence’, but as something co-produced within an ethical and relational space of trans-subjectivity

Dark organizational theory

Institutions and organizations are defined by competing sociomaterial logics. Divergence between the 'visible' and the 'hidden' side of organization invites a critical work of 'unveiling'. But such critique does not enable understanding of how coherency is accomplished between different modes of reason. This is performed in emergent third spaces, where parasitic relations are enacted. During moments of 'crisis' or 'breach', contradictions are both acknowledged and given concrescence. Management comes into being in the anticipation of its breaking. Four accounts of this process are offered – a discussion of a remark from Michel Serres's The Parasite, a description of China Miélville's novel The City and The City, stories from fieldwork in medium-secure forensic psychiatric units, and set of conceptual propositions. Together they perform a descriptive practice called 'dark organization theory' which analyses the functional aspects of divergence and breaking in management and organizational practices

Academic Arrhythmia: Disruption, Dissonance and Conflict in the Early-Career Rhythms of CMS Academics

Starting a career on the margins of the neoliberal business school is becoming increasingly challenging. We contribute to the understanding of the problems involved and to potential solutions by developing a theoretically-informed approach to the rhythms of academic life and drawing on interviews with 32 Critical Management Studies (CMS) early-career academics (ECAs) in 14 countries. Bringing together Lefebvre’s rhythmanalysis (and his concepts of polyrhythmia, eurhythmia and arrhythmia), Zerubavel’s sociology of time, and identity construction literature, we examine the rhythm-identity implications of the recent HE changes. We show how the dynamics between the broader pressures, institutional strategies, and our interviewees’ attempts to reassert themselves are creating a vicious circle of arrhythmia – a debilitating condition characterized by rhythmic disruption, dissonance and conflict. Within the circle, identity insecurity and regulation, CMS ECAs’ identity work, and arrhythmia are mutually co-constructive, so that it is hard for individuals to break out. We consider the possibilities and limitations of individual coping strategies and, drawing out lessons for business schools, advocate for more collective and structural solutions. In so doing, we contribute to the reimagining of business schools as more eurhythmically polyrhythmic places where ECAs of all intellectual orientations have the time to learn and develop