Neo‐liberalism and Hegemony Revisited

Hill, Debbie

doi:10.1111/j.1469-5812.1998.tb00315.x

Cited by 5 publications

(6 citation statements)

References 8 publications

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“…For example, there is evidence of strong forces shaping leaders’ choices and actions in relation to a competitive orientation (Ball, 2009; Davies et al, 2009; Gibson and Asthana, 2000; Yates, 1999), and relationships with staff (Blackmore, 2004; Jeffrey, 2002) and learners (Johnson et al, 2008; Locker and Cropley, 2004). The degree of acceptance and or resistance is the focus of numerous studies (Hill, 1998). Educational leaders act as buffers between cultural pressures reflecting global pressures and the organizational culture.…”

Section: Cultural Arenasmentioning

confidence: 99%

Leading Organizational Culture

Lumby¹

2012

Educational Management Administration & Leadership

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The literature on educational leadership and management has referred to culture since at least the 1970s. Despite the concept’s mention in over one-third of articles written in this journal, there has been little in-depth engagement with how leaders might influence it and the ethical issues involved. The article argues that leadership must engage with culture as a key mediator of power within organizations. Four levels of cultural activity are suggested: the cultural context created by global phenomena; the cultures of local communities; the organizational culture; and the sub- and counter-cultures within the organization. The article considers a bifurcation in the skills assumed necessary to respond to, on one hand, multi- or intra-culture and, on the other, organizational culture. The article suggests that the degree of perceived difference from norms dictates leaders' orientation to and engagement with culture, with cultural competence generally promoted only in relation to multicultural issues. It concludes that leaders are currently ill-served by encouragement to focus on aligning the organization’s members to a single, strong culture and that the persistent surface engagement with culture may perpetuate inequalities. The need to move leaders to engage more deeply with the power and complexity of culture is indicated.

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Section: Cultural Arenasmentioning

confidence: 99%

Leading Organizational Culture

Lumby¹

2012

Educational Management Administration & Leadership

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“…The upshot has been the creation of mutually exclusive camps (Butsch, 2001) where either ideological domination or human agency has been emphasised. The reduction of hegemony to either position results in a loss of the theoretical openings which constitute the very originality of a theory of hegemony (Hill, 1998). Williams' (1979) reference to a "deficit of materialism" seems apposite -in either case "the structural dimensions and day-to-day material practices of hegemony" (Alawattage and Wickramasinghe, 2008, p. 301) are ignored.…”

Section: Discussionmentioning

confidence: 99%

“…Hegemony is more substantial and more flexible. In fact, the more "civil" is civil society the more intricate are its mechanisms (Hill, 1998). In which case, "a very complex account of hegemony" (Williams, 1973, p. 8) is needed.…”

Section: Theorising Hegemonymentioning

confidence: 99%

“…In Williams' analysis, the struggle for hegemony is fought on the terrain of the cultural (Hill, 1998). As a consequence, creating organisations with clear goals, corporate strategies and mechanisms for evaluating performance (Farnham and Horton, 1996) also necessitated a recasting of organisational values.…”

Section: Emergence Of a New Movementmentioning

confidence: 99%

“…For some, analysis of the type presented here portrays a "hegemonic discourse sweeping across the public services deprofessionalising all in its wake" (Thomas and Davies, 2005, p. 700). By this reading, determinism is absolute and subjectivity is negated (Hill, 1998). In response, some writers focus on resistance -see Symon (2005) regarding the various "resistance" perspectives.…”

Section: Efficiency's Dialectical Hegemonymentioning

confidence: 99%

See 2 more Smart Citations

Exploring efficiency's dominance: the wholeness of the process

Devlin

2010

Qualitative Research in Accounting &Amp; Management

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PurposeThe purpose of this paper is to utilise Williams' writings on hegemony in order to examine why and how in the last 25 years efficiency has come to dominate the public sector and to explore the consequences of this development.Design/methodology/approachThe paper employs a literature‐based analysis and critique.FindingsWilliams' model is able to explain why and how the public sector has become preoccupied with a selective version of efficiency, the significant role played by accounting, and the cultural clashes encountered in the public sector.Research limitations/implicationsWilliams' model could be used in a variety of settings for a variety of purposes.Originality/valueWilliams' writings are new to the accounting literature. The paper is novel also in that it uses Williams' writings to explain efficiency's dominance.

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Neoliberal technologies of subject formation: a case study of the Duke of Edinburgh's Award scheme

Petersen

O’Flynn

2007

Critical Studies in Education

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The hegemony of neoliberalism as an economic and Governmental rationality on a global scale is well documented. How it has come to be that way, and how its relevance is upheld is a complex theoretical and historical-empirical question. This article contributes to the discussion by examining the ways in which neoliberal discourse enters into the production of subjectivity and comes to operate at the level of desire. While subject formation takes place in multiple and contradictory ways, and within and across a multiplicity of social sites, the article focuses on the popular Duke of Edinburgh's Award scheme as a technology of neoliberal subjectification. The article analyses how neoliberal discourse manifests itself in the Award's promotional material and programme and, drawing on qualitative semi-structured interviews, how the Award scheme is taken up by students in a prestigious Australian private girls' school.

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Neo‐liberalism and Hegemony Revisited

Cited by 5 publications

References 8 publications

Leading Organizational Culture

Leading Organizational Culture

Exploring efficiency's dominance: the wholeness of the process

Neoliberal technologies of subject formation: a case study of the Duke of Edinburgh's Award scheme

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