Interweaving positive and critical perspectives in management learning and teaching

Abstract

Management learning is increasingly and rightfully called upon to address societal challenges beyond narrow concerns of economic performance. Within that agenda, we describe the generative aims of a special issue devoted to interweaving positive and critical perspectives in management learning and teaching. The five articles that comprise the issue describe the prospects for such interplay across a range of empirical and theoretical contexts. Together, these contributions suggest a way forward for work that is at once critical, positive, and reflexive. We identify key themes for future directions: the generative potential of contrarian learning dynamics, an ethics-first focus on ecological and human well-being, and the prospects of scholarly practice for systemic activism.

A Shout‐out for the Value of Management Education Research: ‘Pedagogy is not a Dirty Word’

“…Similarly, Lavine et al. (2022) draw on positive organizational behaviours and critical management studies to create a pedagogy of appreciative inquiry. These, together with humanistic (Pirson, 2017) and transformational (Blasco, 2012; Kitchenham, 2008) pedagogies, can empower systemic activism.…”

“…Facilitators use dialogical learning to break down the traditional academic-learner power nexus, promoting learner reflexivity and a critical awareness of social reality, equipping learners to challenge the societal beliefs and normalized practices that dominate. Similarly, Lavine et al (2022) draw on positive organizational behaviours and critical management studies to create a pedagogy of appreciative inquiry. These, together with humanistic (Pirson, 2017) and transformational (Blasco, 2012;Kitchenham, 2008) pedagogies, can empower systemic activism.…”

Exploration of Fine Management Mode of College Logistics Based on Digital Twin Technology

“…It consists of two aspects: one is "fine," that is, to make the work finer through the refinement of the division of labor, quantitative goals, and improving the process to improve efficiency. The second is "fine," i.e., the work is required to be done to the utmost, and the job is done in a more detailed way [13][14][15]. The essence of fine management is that every link of the enterprise is included in the management vision, all the work is implemented to the specific positions and personnel, and every job is done to the best and extreme, requiring employees to have the spirit of craftsmanship.…”