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Drawing on Arendt's work, this article develops a storytelling account of subjectivity and politics in organizations. Storytelling is understood as the process through which actors reconstruct their experiences and appear in a collective space. Storytelling is thus enacted within and from spaces and is a means for political action. Three theoretical consequences are drawn. First, storytelling implies the ever-present possibility of a 'space of appearance' in which the subject is an originator of action. Second, the notion of storytelling as a spatial practice implies focusing on how stories are shaped through interactions and collective engagements, or 'emplacement'. Third, a material and embodied reconfiguration of Arendt's notion of action shows how material relations offer important affordances to change organizations. Because storytelling is both a process of engaging with ourselves and the power relations that we are part of, Arendt's notion of storytelling is helpful for understanding how and in what circumstances we can act politically in organizations. In particular, the article argues that Arendt's account is useful for framing an interventionist third stream of critical management studies, or 'critical performativity'.

Based on Hannah Arendt's distinctions between thinking, action and judgment this paper develops a framework for leadership development. Leadership and leadership development are approached from a political perspective, which implies emphasizing the collective, relational and material aspects of leadership. Leadership is defined as the collective actions in in which unique subjects, who can think, act and judge for themselves, are engaged. Practices of thinking, action and judgment are seen as different dimensions of leadership development, which enables people to take part in politics. These dimensions help empower actors to lead themselves and to engage, interact, collaborate, communicate and to give space for others in collective action.

This paper develops an ethical framework of leadership learning from Hannah Arendt's writing. The intention is to identify important principles of a framework of leadership leading that help empower actors to lead themselves and to engage, interact, influence and inspire others through their appearances. It is argued that true leadership learning is directed initiating new beginnings through political actions. Such actions rely on spaces of freedom, which are spaces where people in organizations are answerable to each other and oneself. Three dimensions in this "spacing" are considered important: spaces of thinking, spaces of acting and spaces of judging They constitute three domains of freedom, which may help organizing and guiding leadership learning activities.

This paper addresses calls for developing eco-centric approaches to sustainable management learning that challenge the anthropocentric technocratic foci of established models. A growing concern is that despite declarations of climate emergencies, programs making a sustainable turn perpetuate rather than challenge the status-quo. A key issue is that they rely on an ontology of separateness which further detaches humans from nature. To propose an alternative approach that re-embeds human in nature through an ontology of relatedness, we develop the concept Gaia storytelling. It combines Arendt's notion of storytelling with Latour's notion of Gaia. Gaia storytelling dissolves the anthropocentric culture-nature binary that dominates current thinking by attuning itself to the politics of relations and how this politics performs the world through complex entanglements that involve multiple agencies. Storytelling for Gaia is seen as a way to give purpose and direction in life when this life is seen as interdependent on and created from multiple tangling agencies. Two stories that emerged from management learning exercises are discussed for developing Gaia storytelling: an auto-ethnography of a supermarket allows attuning to how our stories are affectively enacted into being through constant story selling; a storytelling workshop of regional sustainable development is used to discuss the possibilities for creating spaces of appearances that can work for Gaia. Finally, we discuss Gaia storytelling with reference to three principles: (1) natureculture, (2) common space, and (3) performativity.

Drawing on Foucault's writings on power, neoliberalism, and the dispositive, this article analyses the identity politics that is immanent in a new collaborative practice between the public and private sector called public-private innovation (PPI). We argue that PPI is an element in actualizing a neoliberal market dispositive through inclining subjects to work on themselves in order to actualize their entrepreneurial self, thereby disconnecting them from their public service identity. The construction of two narratives supports the constitution of the political space of PPI: the fiery soul narrative and the need narrative. An important part of this identity politics is the construction of the narrative of the individual entrepreneur. Rather than expressing new public governance in the public sector, PPI actualizes a dispositive that marketizes public services as part of a neoliberal agenda. The narrative of PPI distracts from the marketization of public sector and leaves no other space for public-sector employees than to constitute themselves within contradictory feelings of enthusiasm and anxiety, determination and self-blame, responsibility and inadequacy, and bustle and confusion.

Drawing on Foucault's notions of the dispositive, subjectification and subjectivation, this article performs an analysis of the identity politics, which is immanent in a new collaborative practice between the public and private sector called public-private innovation (PPI). We argue that PPI is part of a market dispositive and works through disconnecting the public employee from the public service identity. The construction of two narratives supports the constitution of the political space of PPI, the fiery soul narrative and the need narrative. An important part of the identity politics is the construction of the narrative of the individual entrepreneur, who becomes the ideal figure whom public employees are expected to actualize. PPI thus distract attention from the marketization of public sector and leaves no other space for public sector employees than to constitute themselves within contradictory feelings of enthusiasm and anxiety, determination and self-blame, responsibility and inadequacy, and bustle and confusion. ; Drawing on Foucault's writings on power, neoliberalism, and the dispositive, this article analyses the identity politics that is immanent in a new collaborative practice between the public and private sector called public-private innovation (PPI). We argue that PPI is an element in actualizing a neoliberal market dispositive through inclining subjects to work on themselves in order to actualize their entrepreneurial self, thereby disconnecting them from their public service identity. The construction of two narratives supports the constitution of the political space of PPI: the fiery soul narrative and the need narrative. An important part of this identity politics is the construction of the narrative of the individual entrepreneur. Rather than expressing new public governance in the public sector, PPI actualizes a dispositive that marketizes public services as part of a neoliberal agenda. The narrative of PPI distracts from the marketization of public sector and leaves no other space for ...

Purpose: To develop a transdisciplinary ecological-business model paradigm (eco-business modelling). Design Methodology Approach: We do that in four steps. First step is an analysis of the ways triple bottom line and circular economy emplotments have colonized and co-opted the United Nations and European Union Agenda 2030 initiatives by privileging business-as-usual scenarios of 'sustainable development. Findings: The challenge is instead to create comprehensive ecological business models that foster worst-case and best case scenario comparisons with status quo business-as-usual. Originality Value: We propose that business modeling is about storytelling, making 'bets on the future' scenarios and propose a 'five worlds of storytelling model' to business modeling. Research Implications: 'New Business models' (NBMs) research is getting beyond silo building to develop interdisciplinary and multidisciplinary theory, research, and praxis that is ecologically accountable. The contribution is to propose a 'self-correcting' storytelling method of iterative, 'crossover storytelling conversations' as a way of developing collaborative 'interdisciplinary research projects' across specialized business model disciplines. We contend that self-correcting storytelling conversations fit scientific methods of inquiry to allow business modelers comparison of alternative future scenarios for more effective risk management. Practical Implications: We call for crossover conversations that challenge unintended consequences of the triple bottom line and circular economy business models. Social Implications: With ozone depletion, climate change, natural resource depletion, loss of biodiversity and habitat — there are pressures to develop ecologically sensitive business models. Classification: Conceptual Paper Key words: eco-business models, storytelling, triple bottom line, circular economy, scenario-analysis, transdisciplinary conversations ; Purpose: To develop a transdisciplinary approach called eco-business modelling. Design/Methodology/Approach: The first step is an analysis of the ways triple bottom line and circular economy emplotments have colonized and co-opted the United Nations and European Union Agenda 2030 initiatives by privileging business-as-usual scenarios. The second step is to construct a storytelling approach model to business modelling. The third step is to propose a 'self-correcting' storytelling science method to make the transition from the contemporary business-as-usual model to eco-business modelling. Findings: The challenge is to create comprehensive ecological business models that foster worstcase and best case scenario comparisons with status quo business-as-usual. Originality Value: We propose that business modelling is about storytelling, making 'bets on the future' scenarios, and we propose a 'five worlds of storytelling model' business modelling. Research Implications: The contribution is to propose a 'self-correcting' storytelling method of iterative, 'crossover storytelling conversations' as a way of developing collaborative 'interdisciplinary learning' across specialized business model disciplines. Practical Implications: We call for crossover conversations that challenge the unintended consequences of the triple bottom line and circular economy business models. Social Implications: With ozone depletion, climate change, natural resource depletion, loss of biodiversity and habitat, there are pressures to develop ecologically sensitive business models.

Management research has traditionally assumed that leaders play an essential role in both public and private organizations and are required for a business to run smoothly. However, more recently, a vein of critical research has claimed that leaders can do more harm than good, creating confusion and putting their reputation before production and employee wellbeing. This book asks the question - what would happen if there were no leaders? Would employees be better off without formal (or informal) leaders? And even if such a utopia were desirable, would it be realizable in practice?

Purpose: To develop a transdisciplinary ecological-business model paradigm (eco-business modelling). Design Methodology Approach: We do that in four steps. First step is an analysis of the ways triple bottom line and circular economy emplotments have colonized and co-opted the United Nations and European Union Agenda 2030 initiatives by privileging business-as-usual scenarios of 'sustainable development. Findings: The challenge is instead to create comprehensive ecological business models that foster worst-case and best case scenario comparisons with status quo business-as-usual. Originality Value: We propose that business modeling is about storytelling, making 'bets on the future' scenarios and propose a 'five worlds of storytelling model' to business modeling. Research Implications: 'New Business models' (NBMs) research is getting beyond silo building to develop interdisciplinary and multidisciplinary theory, research, and praxis that is ecologically accountable. The contribution is to propose a 'self-correcting' storytelling method of iterative, 'crossover storytelling conversations' as a way of developing collaborative 'interdisciplinary research projects' across specialized business model disciplines. We contend that self-correcting storytelling conversations fit scientific methods of inquiry to allow business modelers comparison of alternative future scenarios for more effective risk management. Practical Implications: We call for crossover conversations that challenge unintended consequences of the triple bottom line and circular economy business models. Social Implications: With ozone depletion, climate change, natural resource depletion, loss of biodiversity and habitat — there are pressures to develop ecologically sensitive business models. Classification: Conceptual Paper Key words: eco-business models, storytelling, triple bottom line, circular economy, scenario-analysis, transdisciplinary conversations