The discourse of meritocracy contested/reproduced: Foreign women academics in UK business schools
In: Organization: the interdisciplinary journal of organization, theory and society, Band 21, Heft 6, S. 821-843
ISSN: 1461-7323
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In: Organization: the interdisciplinary journal of organization, theory and society, Band 21, Heft 6, S. 821-843
ISSN: 1461-7323
In: Culture and organization: the official journal of SCOS, Band 14, Heft 1, S. 97-106
ISSN: 1477-2760
In: Culture and organization: the official journal of SCOS, Band 13, Heft 1, S. 73-82
ISSN: 1477-2760
In: The SAGE Handbook of New Approaches in Management and Organization, S. 318-328
In: Critical Perspectives on International Business Series v.1
The authors of the exchange now reunite to offer some concluding remarks. Our comments arise from a few issues that in the words of one of us "have been left hanging" and thus call out for some expatiation as a way to conclude our story of ethics in the new field of leadership-as-practice. We're responding in the first-person plural but where we have divergence, we will refer to one another using our first names. We hope that our approach, veering as it does from the point-counterpoint convention, is consistent with our espousal of collaborative and, where supporting conditions permit, emancipatory practice. Although there are many facets of ethical theory and practice that emanate from our commentaries, clearly a principal contribution is how a Western-originated concept, namely leadership-as-practice, plays out or can play out in a non-Western world, or indeed, in Western study settings that do not necessarily conform in all instances to the democratic ideals, if not practices, of inclusion and equality. This leads ultimately to questions of ethnocentricity and whether criticism can or should be transmitted cross-culturally, with the notion of culture understood and applied at a range of levels.
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In: Futures: the journal of policy, planning and futures studies, Band 42, Heft 9, S. 971-979