• Pedagogies for resilience in business schools: Exploring strategies and tactics

      Rowe, Lisa; Wall, Tony; Cregan, Karen; Evans, Vicky; Hindley, Ann; University of Chester (Research in Management Learning and Education (RMLE), 2019-07)
      The capacity to bounce back after challenge or disruption and positive adapt to new circumstances has recently become more pronounced because of market volatilities, technological advances at work, as well as the ubiquitous and relentless use of social media (UNESCO 2017; Stokes et al 2018). Indeed, such changes have highlighted the strategic importance – and concern for the lack of – the resilience capacities of business school graduates at all levels (Robertson et al 2015; King et al 2015). Within this context, evidence indicates how the capacities for managerial resilience can be developed through various pedagogical aspects including strategies and tactics for promoting personal flexibility, purposefulness, self-confidence, and social networks (Cooper et al 2013). However, such capacities are curbed and contained by wider forces such as the broader organisational structure and culture of the business school itself and of the graduate employer, both of which limit potential flexibility (Akrivou & Bradbury-Huang, 2015; Robertson et al, 2015; Cregan et al 2019). To add further complexity, recent research has also highlighted the contextualised nature of resilience, whereby its meaning and manifestation vary across occupational settings (Kossek & Perrigino, 2016). Within this context, therefore, a critical challenge for contemporary business school education is to develop pedagogical interventions which might generate resources for resilience which are not only relevant to be able to express and mobilise resilience in a diverse range of occupational settings, but which are also sensitive to wider influences which shape resilience (e.g. employer organisational structures). Such a challenge needs to reflect the deeply pragmatic question of how to develop or integrate a pedagogical response in a context whereby (1) that response is culturally located in a business school organisational structure and culture which might limit capacity development, and (2) the curricula may already be heavily prescribed due to accreditation requirements or is already multi-layered from other agendas such as employability, responsibility, or sustainability (Wall et al, 2017; Cregan et al, 2019). Therefore this QIC aims to explore the strategies and tactics of how to inculcate the resilience capacities of business school learners where the expression of that capacity itself may manifest differently across occupational settings and which is organisationally bound in its development. 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. Cooper, C. L., Flint-Taylor, J., and Pearn, M. (2013). Building resilience for success: A resource for managers and organizations. New York: Palgrave Macmillan. Cregan, K., Rowe, L., & Wall, T. (2019 forthcoming) Resilience education and training, in Leal Filho, W. (ed) Encyclopedia of the UN Sustainable Development Goals – Good Health & Wellbeing. Springer, Cham. King, D. D., Newman, A., & Luthans, F. (2015). Not if, but when we need resilience in the workplace: Workplace resilience. Journal of Organizational Behavior, n/a. Kossek, E. E., and Perrigino, M. B. (2016). Resilience: A review using a grounded integrated occupational approach. The Academy of Management Annals, 10(1), 729-797. Robertson, I. T., Cooper, C. L., Sarkar, M., and Curran, T. (2015). Resilience training in the workplace from 2003 to 2014: A systematic review. Journal of Occupational and Organizational Psychology, 88(3), 533–562. 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. UNESCO (2017). Six ways to ensure higher education leaves no one behind, Policy Paper 30. Available at: http://unesdoc.unesco.org/images/0024/002478/247862E.pdf (Accessed 20th Nov, 2018). Wall, T., Russell, J., Moore, N. (2017) Positive emotion in workplace impact: the case of a work-based learning project utilising appreciative inquiry. Journal of Work-Applied Management, 9 (2): 129-146.
    • Perceived unfairness in appraisal: Engagement and sustainable organizational performance

      Rowland, Caroline A.; Hall, Roger D.; University of Chester; Hall Consultancy, Manchester (EuroMed Journal of Business, 2013-09-13)
      Purpose – The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is increasingly reliant on discretionary effort. As the emphasis of appraisal has shifted from a developmental to a performance focus, perceived unfairness in both procedures and outcomes threatens to undermine commitment and, therefore, sustainable performance. Design/methodology/approach – Drawing on a range of theoretical frameworks, current practices and experiences are examined and future trends considered. Empirical research includes a ten-year study of practising managers and ethnography, questionnaires and interviews in two large organizations. Findings – Appraisal frequently creates actual and perceived injustice in terms of both procedures and rewards. It also generates tensions between managing performance and encouraging engagement. Research limitations/implications – This study indicates that further research in other sectors will contribute to the development of greater understanding of sustainable strategic approaches to HRM. Practical implications – Emphasis on performance in appraisal devalues developmental aspects and sometimes affects employee well-being. Separation of the two through mentorship schemes may help to address the paradox, whereby the performance management element of appraisal undermines rather than enhances organizational effectiveness. Originality/value – The conventional wisdom of the appraisal culture is challenged. We argue it is essential to expand the discourse between performance, justice and ethical value systems if sustainable competitive advantage and well-being are to be achieved.
    • Personal tutoring and academic advising: Improving student success

      Thomas, Liz; Nutt, Charlie; Wall, Tony; Edge Hill University : Kansas State University : University of Chester (2009-12)
    • Pictures, Colors and Emotions: Shaping the UK's E-Tourism Experience

      Schneider, Anke; Loibl, Wilhelm; Hindley, Ann; Vienna University of Economics and Business; University of Chester; University of Chester (Routledge, 2020-03-27)
      The role of online media has become more important for tourism as DMOs try to differentiate through the use of pictures on digital channels, such as websites. The aim is to provide a positive image that has a positive impact on the consumer buying decision. Pictures draw significant amounts of attention and a pictures colour characteristics are critical in maintaining interest through emotional connections. These colour characteristics concern hue, saturation and luminance, which create a positive or negative emotional response in the prospective user. Due to this importance of a pictures colour characteristics on websites, this chapter explores these colour characteristics of pictures on UK DMO websites, in order to determine the positive or negative emotions conveyed to the viewer. Results show that most pictures are neutral but the amount of negatively perceived pictures is very high. It was found that the overall visual e-tourism experience can be improved with only small post-processing changes with minimal danger of distorting reality.
    • Playful ambiguity for adaptive capacity

      Wall, Tony; Evans, Vicky; Hindley, Ann; University of Chester
      The need for managers to develop adaptive capacities is now widely documented; it not only enables the potential for organisations to flex in relation to environmental shocks, but it can be a protective factor for stress for the manager and employees more broadly (Ogden et al, 2006; Tökkäri, 2015; Kinder et al, 2019). There are various experiential, simulation, problem based, and live-realtime educational strategies that might promote aspects of adaptive capacity (Hurst et al, 2018; Bosomworth & Gaillard 2019 – in press). For some of these, ambiguity can play a role in navigating or negotiating the task; for example, not knowing how competitors may respond to a strategic move in a simulation task, or not knowing whether or how new group members will deliver their respective tasks for a group task (Wall et al, 2019). Such ambiguities are not necessarily valued or appreciated by students given the potential impact on their individual academic achievement (Wall and Perrin, 2015). Indeed, the "serious play" concept itself is "a practice characterised by the paradox of intentionality" (Statler et al, 2011: 236). This QIC pushes the intellectual and practical ambition of how far and in what ways ambiguity can feature as an intentional instructional design principle in developing adaptive capacities. For example, whereas many educational approaches may introduce ambiguity in the process of delivering a task (the pedagogic scaffold), many approaches do not introduce it around what the task actually is. Here, 'the task as scaffold' might be replaced by 'serious play as scaffold' whereas a particular mindset or attitudinal frame provides the behavioural coordinates for engagement in educational activity (Spraggon and Bodolica, 2018). This QIC therefore aims to explore playful ambiguity for adaptive capacity, and specifically asks: How can we create the conditions to foster and maintain the paradox of serious play (such as subjectively ‘safe’ spaces), especially set against contexts where learners can be instrumental in their learning? The QIC ultimately aims to pull together examples as well as developing new ideas to be tested in practice. References Bosomworth, K. & Gaillard, E. (2019 – in press) Engaging with uncertainty and ambiguity through participatory ‘Adaptive Pathways’ approaches: scoping the literature. Environmental Research Letters. https://doi.org/10.1088/1748-9326/ab3095. Hurst D., Azevedo A., & Hawranik P. (2018) Building Adaptive Capacity in Online Graduate Management Education. In: Khare A. & Hurst D. (eds) On the Line. Springer, Cham Kinder, T., Stenvall, J., & Memon, A. (2019). Play at work, learning and innovation. Public Management Review, 21(3), 376-399. doi:10.1080/14719037.2018.1487578 Ogden, P., Minton, K. & Pain, C. (2006). Trauma and the body. New York: W.W.Norton & Company. Spraggon, M., & Bodolica, V. (2018). A practice-based framework for understanding (informal) play as practice phenomena in organizations. Journal of Management & Organization, 24(6), 846-869. doi:10.1017/jmo.2018.30 Statler, M., Heracleous, L., & Jacobs, C. D. (2011). Serious play as a practice of paradox. The Journal of Applied Behavioral Science, 47(2), 236-256. Tökkäri, V. (2015). Organizational play: Within and beyond managing. Qualitative Research in Organizations and Management: An International Journal, 10(2), 86-104. doi:10.1108/QROM-11-2013-1181. Wall, T. & Perrin, D. (2015) Žižek: A Žižekian Gaze at Education, London, Springer. Wall, T., Clough, D., Österlind, E., & Hindley, A. (2019) Conjuring a ‘Spirit’ for Sustainability: A Review of the Socio-Materialist Effects of Provocative Pedagogies. In: Leal Filho W., Consorte McCrea A. (eds) Sustainability and the Humanities. Springer, Cham.
    • The plurality of academic activism: heterogeneous expression for opening up alternative futures

      Wall, Tony; Robinson, Sarah; Elliott, Carole; Blasco, Maribel; Kjærrgaard, Annemette; Callahan, Jamie; Padan, Tali; Bergmann, Rasmus; University of Chester; University of Glasgow; Roehampton University; Copenhagen Business School; Northumbria University; University College Copenhagen (Open University, 2019-06)
      Being and becoming an academic in the neoliberal business school has become a complex and hyper-political space fraught with competing performative agendas (Wall and Perrin, 2015; Bristow et al, 2017; Cunliffe, 2018), with a precarious landscape “[b]ringing in its wake the worrying manifestations of racism, xenophobia and anti-intellectualism” (Bristow and Robinson, 2018: 636). When set against a backdrop of global challenges, for instance social inequalities and climate change, such circumstances reignite critique and criticism around the role and responsibility of business schools and their academics (Shrivastava, 2010; Wall et al 2019). Here, some academics have responded by attempting to confront, challenge, resist, and pre/re-configure (Rhodes et al, 2018) in ways which intentionally move towards alternative futures which re-position people-profit-planet and the dominant sub-categories embedded within (Wall et al, 2019). Such responses not only move beyond writing a supposedly disruptive ‘journal article’ (Wall, 2016; Parker and Parker, 2017), but are heterogeneous and can include acts which politely ‘light a candle’ to spark action in others, and even take public social action to ‘burn The State’. Indeed, the acts themselves can be open and emotionally rich site for expression and exploration towards an alternative future. The heterogeneity of academic activism in the business school can be traced in the extant literature and can include (1) academics designing pedagogical structures inspired by pro-social action from the 1960s and 1970s such as service learning (Griffin et al 2015; Wall et al 2019), (2) academic re-visioning of business school organisational structures which prompt integrated forms of personality development oriented towards ethics and sustainability (Akrivou and Bradbury-Huang, 2015), (3) academics openly critiquing and challenging the practices of business schools and universities (Callahan, 2018; Parker, 2018), (4) academics engaging in social action in public spaces (Reinecke, 2018); and (5) academics taking moments to express resistance throughout their career but at the everyday level (Bristow et al, 2017; Wall, 2016). At the same time, the heterogeneity of the expression of academic activism in business schools has not yet been documented, mapped, or conceptualised. Therefore, this paper/session offers a tentative conceptualisation/characterisation in relation to (1) the target of change for the acts of academic activism (e.g. micro, meso, macro), and (2) the focus of that change (e.g. inequality of women leaders in higher education), (3) the individual-collective nature of those acts, and (3) the open/closed/ambiguous intentionality of those acts. It is intended that this initial conceptualisation will not only act as an initial device to prompt further exploration and theorisation of the heterogeneity of academic activism in business schools, but a device to prompt our own reflection into the forms of expression an academic may want to explore (as an academic activist). With a spirit of academic activism, this participatory session invites and welcomes a wide range of participants to both enrich and destabilise our attempt to capture the heterogeneity of academic activism in business schools.
    • Poignant Pedagogies for Discovery – or of Compliance? The Case of Negotiated, Work-Based Learning in Higher Education

      Wall, Tony; University of Chester (Deakin University, 2014-08-21)
      Work-based or work-integrated learning manifest in a colourful array of forms; from classroom-based where the teacher sets the learning outcomes and activities (perhaps in groups) – through to a fully negotiated, work- based experience where the learner works with the teacher to negotiate their own personal learning outcomes, activity and assessment (a personalised experience). Educationally, such curricula can provide a rich and authentic pedagogic space in which to grow personally and professionally, where the learner has the opportunity (and ability) to explore from their own cultural perspective. But this place of discovery can also become a place of compliance; where learners mechanically do what is required of them, without creative engagement, curiosity or connection to their cultural perspective. This talk draws on qualitative and action research undertaken over the last 6 years in the context of negotiated, experiential curricula to examine some pedagogical practices. The question is asked: are we crafting poignant pedagogies for discovery – or of compliance?
    • Political corruption in Africa: Extraction and power preservation

      Robberts, Theresa (Edward Elgar Publishing, 2020-07-17)
    • Political Dissengagement and Political Hypocrisy: A Hidden Connection

      Prete, M. I.; Guido, Gianluigi; Harris, Phil; Piper, L.; University of Chester and University of Solento (Academy of Marketing, 2015-07-01)
      Best Paper in Track Political Marketing, Academy of Marketing Conference 2015, The Magic in Marketing, University of Limerick, Ireland. In recent elections, modern democracies have witnessed the growing phenomenon of political disengagement, which has produced as a direct consequence the decline or the inconstancy of voting turnout (Dermody and Scullion 2005; Teixeira 1992). This phenomenon is a real threat to the foundations of democratic systems, since the vote is the ultimate expression of legitimacy of candidates and parties, which should in fact be elected by the entire electorate and representing the same. Political engagement is one of the components that most involve the participation of citizens in public life, which also comprises trust in public institutions and politics, the interest in politics, and the active civic participation.
    • Political Marketing, Business & Management Video Collection, Sage Publications

      Harris, Phil; University of Chester (Sage, 2016-08-01)
      Professor Phil Harris explains the place of marketing in the political process. He highlights how politicians use the media to hone their image, how marketing has changed since the 1950s
    • Positive emotion in workplace impact: the case of a work-based learning project utilising appreciative inquiry

      Wall, Tony; Russell, Jayne; Moore, Neil; University of Chester (Emerald, 2017-12-04)
      The purpose of this paper is to highlight the role of positive emotions in generating workplace impacts and examine it through the application of an adapted appreciative inquiry process in the context of a work-based project aimed at promoting integrated working under challenging organisational circumstances. The paper adopts a case study methodology which highlights how an organisation facing difficult circumstances (such as austerity measures, siloed cultures, constant threats of reorganisation, and requirement to work across occupational boundaries) adapted an appreciative inquiry intervention/method. This paper found (1) that the utilisation of appreciative inquiry in the context of an adapted work-based project in difficult organisational circumstances generated positive emotions manifest through a compelling vision and action plans, (2) that the impacts (such as a vision) can become entangled and therefore part of the wider ecological context which promotes pathways to such impact, but that (3) there are a various cultural and climate features which may limit the implementation of actions or the continuation of psychological states beyond the time-bound nature of the work-based project. The paper illustrates how an organisation adapted a form of appreciative inquiry to facilitate organisational change and generated outcomes which were meaningful to the various occupational groupings involved. This paper offers new evidence and insight into the adaptation of appreciative inquiry under challenging circumstances in the context of a work-based learning project. It also provides a richer picture of how positive emotion can manifest in ways which are meaningful to a localised context.
    • Postcolonial town planning in Commonwealth nations: A case study of the Solomon Islands - an agenda for change

      Talbot, Jon; Ronnie, Buddley; University of Chester ; Physical Planning Department, Honiara, Solomon Islands (Taylor & Francis, 2007-06)
      The principal argument advanced in this paper is that spatial planning in the Solomon Islands has failed to deliver any substantive benefits and is therefore in urgent need of reform. The present model of planning, derived from a combination of colonial practice and legislation originating in the UK, does not add much, if any, value to the development process. The poor quality of planning in the Solomons cannot be seen in isolation. There are similar systems in use throughout much of the Commonwealth and anecdotal evidence suggests that the failings are widely duplicated. The Solomon Islands only appear exceptional in the extent to which other government systems have demonstrably broken down, following the 'Ethnic Tension' of 2000 - 03. The Regional Assistance Mission to the Solomon Islands (RAMSI) provides a unique opportunity for a review of the way in which planning operates. A number of issues are identified which any reformed system must address.
    • Postmodern or late modern? What counts as knowledge in Work Based Learning?

      Talbot, Jon; University of Chester (2010-12-14)
      This paper explores the differing conceptions of knowledge held by tutors and students in work based learning (WBL) in UK universities and hypothesises that there are three broad yet distinct conceptions of knowledge based upon differing personal and professional ideologies.
    • Practitioner enquiry for busy professionals: An accelerated learning model

      Wall, Tony; Leonard, Dilys T.; University of Chester (2011-11-04)
      Leaders and managers need robust data and analyses in order to make strategic decisions, though often have to act without this data in practice. Yet traditional forms of academic research have struggled to appeal and deliver for professional leaders and managers undertaking real decisions in complex, changing workplace environments. Professionals can perceive academic research (or research as part of an university programme) as a lengthy, costly and generally irrelevant process – representative of the ongoing, so-called ‘relevance gap’ (between higher education and the ‘real’ world) in many countries. In addition, managers can make decisions about research (more specifically, a data collection method such as a survey), without wider strategic thinking about their position (and hence research utility) or what they are trying to achieve. In order to resolve this, a model has been developed for the rapid management learning of practitioner research methodology. The model has been strategically designed to focus on the practical challenges of professional managers in the workplace, so it draws on a ‘critical-practical’ philosophical underpinning (enabling emancipatory approaches to be selected when desirable for the professional), and has been constructed through an appreciative-inquiry and grounded-theory approach to action research. The conceptual starting point of the facilitation model is a key “change / problem / development” that is important in the managers’ professional context - and clearly specifying 'who needs to be convinced of what'. This is then creatively and critically explored from different positions and perspectives (both as-professional and as-researcher) – and includes appreciative scanning of existing sources of knowledge currently available to the practitioner, inside or outside of their organisation. This is then used to specify a precise research purpose and precise research questions. In turn, this helps the practitioner decide a desirable and feasible research strategy, followed by data requirements, methods for data collection and analysis, and finally, a schedule. This model has been tested and developed in practice, as part of an ongoing appreciative inquiry process, and the findings are presented. Amongst other findings, managers have found that their confidence in their capacity to make methodological decisions has increased. The findings and model are critiqued further and new directions are identified.
    • Praxes of Academic Activism: Exploring Pluralities and Perspectives

      Wall, Tony; Robinson, Sarah; Elliott, Carole; Blasco, Maribel; Kjærgaard, Annemette; Callahan, Jamie; Padan, Tali; Bergmann, Rasmus; University of Chester; University of Glasgow; Roehampton University; Copenhagen Business School; Northumbria University; University College Copenhagen (British Academy of Management, 2019-09-03)
      The performative imperatives of being and becoming a business school academic in contemporary neoliberal circumstances are fraught with critiques and contestations, especially when set against intense and urgent calls to address global scale, societal and climactic crises. Within this context, there is a plurality of ways in which academics attempt to challenge, resist, and de-construct in order to re-construct possibilities for futures which embody sustainable sensitivities and action. However, the literature has not yet documented this plurality, so this workshop aims to collate and map the alternative praxes of academic activism, that is, the different perspectives and possibilities of how theory-practice is imbricated and expressed in practice. This participatory workshop invites and welcomes a range of scholars to experiment and explore the praxes of academic activism in a supportive environment, and consider future individual and collaborative agendas and acts.
    • Prefiguring higher education as action inquiry

      Wall, Tony; University of Chester (2010-09-09)
      Metaphorically, Storytelling can be used as an approach for personal or group development. The process of re-telling is particularly important in challenging practice, and shaping new practices. I offer a re-telling here in my own context of mass higher education. About how it could be? Moji glanced at her watch - she had a mentoring session at 2pm with Tom. She put down the latest issue of a leadership journal, and re-focused and re-framed her mind on Tom's learning journey. She found it difficult as she was frustrated that her field was still so positivistic and deterministic - it didn't feel like it had changed much since she was at university. Tom had already completed two years of his Honours degree. As Moji looked over his profile, she wished she had done Tom's programme at university. Tom had decided the structure of his degree, decided the contents, and decided the title of it. It truly was his degree. Moji remembered his last project at work... he had changed a workflow process in his department, using operations management theory, and wanted to know what impact it had made. It was fascinating. Tom had unleashed major controversy about thejjeoples' roles in that process - surely affected by the global economic crunch. He found it hard to deal with at the time... his learning emerged way beyond operations management, into how to draw on personal strength and resource in personally tough times. His use of motivation theory was inspired. A knock at the door disrupts Moji's reflections... Tom enters... Moji and Tom talk like friends that haven't spoken for years; they clearly know each other's life histories. Tom then gets straight in to his ideas about his next inquiiy around change management. A natural progression from the last project... 3pm arrives, and Moji has to end the dialogue with Tom. She wants to be at the dialogue group. She won't say anything in the group, as usual, but she wants to be there in case the group wants her to action anything. It's a positive group, now, but they had a rocky start... This paper visions the possibility of whole degrees through action inquires in a mass higher education system, and shares some of the lived opportunities and challenges this story holds, from practice across various UK universities. Questions will be asked of our practices, but new ones will be co-created.
    • Primogeniture in Turkish Family Owned Businesses: An examination of daughter succession, the impact of national culture on gendered norms and leadership challenge.

      Harris, Phil; Ozdemir, Ozlem; University of Chester; Regents University, London
      Family owned and controlled businesses, which may be owned, controlled or operated by various family members, account for an enormous percentage of global employment, revenues and GDP. Although the majority of well-known companies are family owned, research indicates that unfortunately, only thirty percent of family businesses survive to the second generation. Therefore, successful transfer of the business to the next generation is an important issue for the family business literature. However, although succession is a vital issue for Family Owned Businesses (FOBs), the process is unfortunately very gender biased in most societies, with boys being generally favoured over girls so daughters are always excluded as candidates and other women are seldom considered as successors in family businesses. In many cases, especially in certain cultures, female members of the next generation are not even perceived as a viable option. Even in today’s rapidly changing business climate, primogeniture continues to dominate the value system of family businesses. Primogeniture is an accepted approach to family business succession planning; daughters are only considered for family business succession when all descendants are female or the daughter is the first born. This study aims to identify the reasons behind the primogeniture in Turkish FOBs. The objectives of the study were to examine the key factors identified by the incumbents related with the primogeniture. In this research study, an interpretive methodology was adopted to explore, interpret and to understand meanings of knowledge. For this research, qualitative data were gathered via in-depth open-ended interviews with 20 male FOB owners who have at least one daughter and 20 daughters working at their FOB with their fathers. The questions were designed to measure different facets of FOB demographics and culture to understand their effects on the selection process within Turkish FOBs and gender norms in the context of FOB norms, which influence both family members and the business it. This study investigated daughters’ succession in FOBs in Turkey, a developing country where women are less likely than men to engage in entrepreneurial activities and show that gendered norms are still considered when choosing the successor, in other word, primogeniture still dominates the family business succession process.
    • Principles of Responsible Management Education

      Wall, Tony; Mburayi, Langton; Johnson, Nerise D.; University of Chester (Springer, 2020)
      Business and management education has received stark criticism over the last decade on a number of grounds including the extent to which it is producing leaders and managers who are effective, efficient, and more importantly, ethical (Ghoshal, 2005). This includes the claim that business and management education is not doing enough to promote the sorts of awareness and capacities for sustainability which transpire into practice (Crawford-Lee and Wall, 2018). Indeed, there is an ongoing view that current forms of business and management education promote dispassionate and detached perspectives in favour of profit, despite the development of social responsibility and triple bottom line paradigms (Wall, 2017; Wall, Tran and Soejatminah, 2017). Empirical work now seemingly supports this with evidence which suggests that business and management students are less ethical and are more corruptible than students from other disciplines (e.g. Haski-Leventhal, 2014), and that the Master of Business Administration (MBA) – the supposed flagship postgraduate programme of business schools – produces graduates which are demonstrably more self-serving than others (Miller and Xu, 2016).
    • Professional ‘lived’ experiences of middle managers in Further Education (FE) colleges in Wales: A study of the impact of major change

      Rowland, Caroline; Moss, Danny; Walford, Robert (University of Chester, 2019-01-14)
      Merger organizational change has been prolific across Wales and has significantly affected all Further Education (FE) colleges. The main merger driver was to reduce operational costs, whilst in the pursuit of increased organizational and departmental efficiencies and effectiveness. An imperative to widening access to education, an increase in the quality of curriculum provision and a need to reduce duplication of curriculum programmes were also important considerations. It is these changes that have shaped college organizations and the college middle manager role, post-merger, with a resulting impact on middle managers professional ‘lived’ experiences. The author’s research examines the effect of merger on the middle manager role and the influence of the college context on the ‘lived’ experiences of middle managers managing curriculum departments. The review of the literature highlights key relationships between mainstream management and the college middle manager role, as well as the influences likely to have an impact on this role. The author has developed a conceptual model with key elements consisting of professional ‘lived’ experiences of middle managers and role construct and behaviour, management and leadership. This study is exploratory in nature and uses a social constructionist philosophical approach. A subjectivist epistemology was adopted for this study, with the researcher applying a thematic analysis and an investigation of multiple realities. Data for this research was collected from in-depth semi-structured interviewees, which gave interviewees the opportunity to highlight their specific day-to-day professional ‘lived’ work experiences. The research study outlines a number of conclusions, which accord with this study’s specific research objectives and recommendations. In the post-merger era, the middle manager role has become more complex and challenging. Conclusions indicate a broader role for the middle manager, and a role defined by the college’s professional context, which contributes to influencing the college middle manager role. This study contributes to the field of academic study, and to professional practice. It provides insights to understanding the role of middle managers in the FE sector and also offers recommendations for college strategy and policy. Finally, it highlights opportunities for further research in Wales and beyond.
    • Project management CPD: Combining higher education and externally produced training

      Terry, Helen (2007-06-01)
      Unpublished conference presentation given at the University of Chester staff conference in Chester, 1 June 2007.