Instructional Ventures

Abstract

Beyond promoting a mode of ethnographic inquiry that is conceptually informed and rigorously attentive to the actualities of human lived experience, this article encourages a more sustained, comparative analysis of the ways that administrators and instructors deal with education as a collectively developed venture. After (a) establishing an analytic frame for a more comprehensive approach to education as a socially engaged process, this article focuses on (b) the administration of educational programs and (c) providing instruction as activity “in the making,” using an ethnographic study of two Protestant Christian seminaries as an empirical, illustrative case. While providing an agenda for examining the ways that people generate and sustain instructional ventures in any educational context, the material presented here also represents an important focal point for theoretically, conceptually, and methodologically integrating research that attends to the ways that instructional (administrative and teaching) activities are accomplished in practice.

Desafios de inovação e marketing das pequenas empresas petrolíferas da bacia potiguar: a experiência do programa catalisa MPE

“…O marketing pode ser definido como os processos criativos que têm como função comunicar e entregar valor para clientes, parceiros e sociedade em geral (AMA, 2017). O conceito em tela, focado na linha de raciocínio dominante que entende a ciência do marketing como o colóquio de diferentes funções e abordagens que facilitam a criação e captura de valor, sendo amplamente e historicamente corroborada na literatura científica com uma orientação que vai desde estudos voltados à atividade de marketing na operação rotineira (Prus, 1989;Lien, 1997), à um corpo de mecanismos e ações que agregam valor à empresa (Per Skålén et al, 2023;Moorman & Day, 2016).…”

Marketing-as-practice: A framework and research agenda for value-creating marketing activity

“…However, this research has focused on firm-level resources and capabilities rather than on value-creating activities per se. While some researchers have studied day-to-day value-creating marketing activity at the micro-level (see, e.g., Lien, 1997;Prus, 1989), their work remains an exception and has not extensively influenced the marketing discipline. The lack of attention to how everyday value-creating marketing activities are conducted in firms echoes a longstanding discussion within strategy research about the limits of focusing on resources when attempting to understand firm activity and performance.…”