Communities of Creative Practice: Follett's Seminal Conceptualization

Novičević, Milorad M.; Harvey, Michael; Buckley, M. Ronald; Wren, Daniel A.; Peña, Leticia

doi:10.1080/01900690601150425

Cited by 8 publications

(7 citation statements)

References 33 publications

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“…Proponents of these accepted views, however, neglect an option that a group may also provide a means through which true individual identity and actual choice can be exemplified. In other words, the true nature of a person is revealed mainly through his or her social identification and behavior within a group (Follett, 1918;Novicevic et al, 2007). Reicher et al (2008) argued that an important first step is identification through the assumption of a common social identity that is shared among group members.…”

Section: Five-step Social Identity Process Engendering Collective Conmentioning

confidence: 99%

Both loved and despised: Uncovering a process of collective contestation in leadership identification

et al. 2018

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Our critical examination of James Meredith’s leadership during the racial integration of higher education in the early 1960s reveals an important, missing companion to social endorsement in the leadership construction process: social contestation. Through the lens of moral conviction theory and using a combined ANTi-History/Microhistorical method, we analyzed over 250 letters written to James Meredith by opponents undergoing a process of social identification leading to collective hate and opposition of Meredith’s defiance to racial norms. Their shared moral conviction that what Meredith was doing was ‘evil’ worked in conjunction with the collective social endorsement of supporters to cement Meredith as a polemic leader of the racial integration movement and affect his leadership style. Therefore, leadership construction processes triggered by actors in defiance are underscored by both shared social endorsement and contestation.

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Section: Five-step Social Identity Process Engendering Collective Conmentioning

confidence: 99%

Both loved and despised: Uncovering a process of collective contestation in leadership identification

et al. 2018

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“…One's progression through the developmental stages or order of development in the leadership domain increases his or her leadership effectiveness in terms of the ability to influence the followers and their order of development (Kuhnert and Lewis, 1987;Van Velsor and Drath, 2004). This influence is likely to be more effective when the leader and the followers are embedded in communities of creative practice, as their holding environment (Novicevic et al, 2007). In such an environment, this effectiveness increases because: [.…”

Section: Constructive-developmental Theory Of Leadershipmentioning

confidence: 99%

Teaching as constructive-developmental leadership

Novičević

Humphreys

Buckley

et al. 2013

Journal of Management History

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Purpose -The purpose of this paper is to derive practical recommendations from Follett's conceptualization of the student-teacher relations. Design/methodology/approach -The paper employs a narrative historical interpretation of Follett's speech, which was originally given at the Boston University in the late Fall of 1928, but for the first time published in 1970. Findings -Follett's conceptualization of the teacher-student relation resonated well with the contemporary conceptualization of constructive-developmental theory of leadership.Research limitations/implications -The findings of this study should be interpreted with recognition that the single case study has inherent limitations in terms of generalization. Originality/value -This paper offers unique practical recommendations for instructional methods of experiential learning based on reflection, problem solving and critical thinking, which are based on the authors' analysis of Follett's works and constructive-developmental scholarship.

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“…This interactive view was also posited by Mary Parker Follett (1924, p. 79) who defined behavior as "a function of the interweaving of an organism and its environment" and that the organism and environment influenced each other's actions. Her ideas typically focused on individual behavior, but she also demonstrated awareness of the interactive relationship of an organization to its environment (Novicevic et al, 2007).…”

Section: History Of Management Thoughtmentioning

confidence: 99%

History‐of‐management‐thought about social responsibility

Evans

Haden

Clayton

et al. 2013

Journal of Management History

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2001),"Fayol's 14 principles of management then and now:a framework for managing today's organizations effectively", Management Decision, Vol. 39 Iss 10 pp. 880-889 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history-of-management-thought perspective. Design/methodology/approach -The history-of-management-thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR. Findings -Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm-stakeholder relationships. Despite voluminous literature, achieving collaborative integration between firms and stakeholders in practice appears elusive. Practical implications -These management philosophies can help organizations navigate the intertwined relationship between business and society. Business leaders need to consider the vital role of trust in building more collaborative relationships. Originality/value -The unique contribution of this paper is to provide the first history-of-management-thought perspective on the social responsibility of business by tracing changes in the conceptualization of this concept, including the related stakeholder paradigm, to their roots in the works of renowned management thinkers.

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Communities of Creative Practice: Follett's Seminal Conceptualization

Cited by 8 publications

References 33 publications

Both loved and despised: Uncovering a process of collective contestation in leadership identification

Both loved and despised: Uncovering a process of collective contestation in leadership identification

Teaching as constructive-developmental leadership

History‐of‐management‐thought about social responsibility

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