Suchergebnisse

Evidence suggests that wider sociological structures, which embody particular values and ways of relating, can make sustainable living and working problematic. This paper introduces ideology critique, an innovative methodological perspective crossing the fields of theology, cultural studies and politics, to examine and disturb the subtle and hidden 'spirit' which is evoked when we engage with everyday objects and interactions. Such a 'spirit', or ideology, embodies particular models of how humans relate to other humans, animals, and the planet more broadly. This paper aims, firstly, to document and demonstrate the subtleties of how the hidden 'spirit' can render attempts at sustainable working futile in the context of education, and then, second, to demonstrate how it can be used to intentionally evoke alternative 'spirits' which afford new relationality amongst humans, animals and the planet. In a broader sense, therefore, this paper explores how concepts and political commitments from the humanities, such as ideology critique and 'spirit', can help (1) analyse how wider social structures shape our values and beliefs in relation to sustainable learning, living and working, (2) explain how these behaviours are held in place over time, and (3) provoke insight into how we might seek to disrupt and change such persistent social structures.

Organisational resilience of business schools: exploring the possibilities of adaptation The organisational landscape of business schools in some countries is in a state of fragility, plagued by an ongoing relevance critique, increasing competition from non-traditional private providers, demographics which intensify the competition for typical undergraduate students, increasing pressure for greater economic and environmental responsibility, a need to respond to technological advances, and a different political posture to the financial support of universities (Stokes et al 2018). As such, within this morphing landscape, the organisational resilience of business schools has perhaps become more pertinent in modern times than in recent history. Indeed, the UK is said to be experiencing an unprecedented market shake out of business schools with at least three facing imminent closure. Within this practice setting, organisational resilience has been conceptualised as (1) the capacity of an organisation to 'bounce back' (to survive) after an adverse or traumatic event, (2) the capacity of an organisation to adapt to circumstances and events before they are experienced as adverse, as traumatic or as a crisis, and (3) the aggregated capacities of people to absorb crises and operationally adapt to new situations (Koronis and Ponis, 2018; Evans, Cregan, & Wall, 2019 forthcoming). With this in mind, the first part of this QIC therefore explores how we might re-organise university-based business schools in ways which develop the adaptive capacities which are seemingly pertinent to contemporary circumstances. At the same time, organisational re-configurations are likely to, whether intended or unintended, shape the pedagogic practices of business schools (Akrivou & Bradbury-Huang, 2015) as well as have the potential for wider consequential tensions in a neo-liberal marketplace which emphasises individualism (Wall and Jarvis 2015). For example, a business school that develops strong employer involvement in curricula design, delivery and assessment may have a wider network of positive ties to sustain itself during difficult times, but adopting team based assessment practices (which can inculcate the wider social impact awareness of students) can create student experience challenges. So the second part of this QIC is to explore how the changes which are created for organisational resilience might shape pedagogic practices, and in turn, the possible consequences of organising in such ways. References Akrivou, K., & Bradbury-Huang, H. (2015). Educating integrated catalysts: Transforming business schools toward ethics and sustainability. Academy of Management Learning & Education, 14(2), 222-240. Evans, V., Cregan, K., & Wall, T. (2019 forthcoming) Organizational resilience, in Leal Filho, W. (ed) Encyclopedia of the UN Sustainable Development Goals – Good Health & Wellbeing, Springer, Cham Koronis, E., & Ponis, S. (2018). Better than before: the resilient organization in crisis mode. Journal of Business Strategy, 39(1), 32-42. Stokes, P., Smith, S., Wall, T., Moore, N., Rowland, C., Ward, T., & Cronshaw, S. (2018). Resilience and the (micro-)dynamics of organizational ambidexterity: Implications for strategic HRM. The International Journal of Human Resource Management, , 1-36. doi:10.1080/09585192.2018.1474939 Wall, T. & Jarvis, M. (2015). Business schools as educational provocateurs of productivity via interrelated landscapes of practice. Leadership & Policy Series. The Chartered Association of Business Schools, London.

The voluntary sector was central to the COVID-19 response: fulfilling basic needs, highlighting new and existing inequalities and coordinating action where the state had been slow to respond. This book curates rigorous academic, policy and practice-based research into the response and adaptation of the UK voluntary sector during the pandemic. Contributions explore the ways the sector responded to new challenges and the longer-term consequences for the sector's workforce, volunteers and beneficiaries. Written for researchers and practitioners, this book considers what the voluntary sector can learn from the pandemic to maximise its contribution in the event of future crises