Re-creating Engagement in Managerial Learning

J 2018

Re-creating Engagement in Managerial Learning

GATARIK, Eva and Rainer BORN

Basic information

Original name

Re-creating Engagement in Managerial Learning

Authors

GATARIK, Eva (40 Austria, guarantor, belonging to the institution) and Rainer BORN (40 Austria, belonging to the institution)

Edition

Human affairs, WALTER DE GRUYTER GMBH, 2018, 1210-3055

Other information

Language

English

Type of outcome

Article in a journal

Field of Study

50204 Business and management

Country of publisher

Germany

Confidentiality degree

is not subject to a state or trade secret

References:

URL

RIV identification code

RIV/00216224:14560/18:00102281

Organization unit

Faculty of Economics and Administration

DOI

https://doi.org/10.1515/humaff-2018-0001

UT WoS

000425913800001

EID Scopus

2-s2.0-85042074434

Keywords in English

engagement; best practices; narrative fallacy; managerial learning; knowledge creation management; Language-Information-Reality (LIR) scheme of analysis

Abstract

In the original language

When defending his doctoral dissertation, Umberto Eco was accused of narrative fallacy because he presented his research as if it were a detective novel. He should have presented only his conclusions. However, this criticism inspired Eco to claim that “[e]very scientific book should be ... the report of a quest for some Holy Grail” (Eco, 2011, p. 7). A quest presupposes engagement on both sides of the knowledge exchange. Building upon our own research, we have produced a model-theoretic scheme for management studies in support of the practicability of Eco’s claim. The idea is to re-create the engagement when establishing problem-solving competence in managerial learning: We start with an analysis of real-life cases of successful managerial problem solving (“best practices”). Next, we attempt to find the common denominator of those successful solutions. Lastly, we instantiate the principles found in the previous step in new problem situations, and thus provide new uses for them.

Cite

GATARIK, Eva and Rainer BORN. Re-creating Engagement in Managerial Learning. Human affairs. WALTER DE GRUYTER GMBH, 2018, vol. 28, No 1, p. 3-16. ISSN 1210-3055. Available from: https://doi.org/10.1515/humaff-2018-0001.

@article{1407111,
   author = {Gatarik, Eva and Born, Rainer},
   article_number = {1},
   doi = {https://doi.org/10.1515/humaff-2018-0001},
   keywords = {engagement; best practices; narrative fallacy; managerial learning; knowledge creation management; Language-Information-Reality (LIR) scheme of analysis},
   language = {eng},
   issn = {1210-3055},
   journal = {Human affairs},
   title = {Re-creating Engagement in Managerial Learning},
   url = {https://www.degruyter.com/document/doi/10.1515/humaff-2018-0001/html},
   volume = {28},
   year = {2018}
}

TY  - JOUR
ID  - 1407111
AU  - Gatarik, Eva - Born, Rainer
PY  - 2018
TI  - Re-creating Engagement in Managerial Learning
JF  - Human affairs
VL  - 28
IS  - 1
SP  - 3-16
EP  - 3-16
PB  - WALTER DE GRUYTER GMBH
SN  - 12103055
KW  - engagement
KW  - best practices
KW  - narrative fallacy
KW  - managerial learning
KW  - knowledge creation management
KW  - Language-Information-Reality (LIR) scheme of analysis
UR  - https://www.degruyter.com/document/doi/10.1515/humaff-2018-0001/html
N2  - When defending his doctoral dissertation, Umberto Eco was accused of narrative fallacy because he presented his research as if it were a detective novel. He should have presented only his conclusions. However, this criticism inspired Eco to claim that “[e]very scientific book should be ... the report of a quest for some Holy Grail” (Eco, 2011, p. 7). A quest presupposes engagement on both sides of the knowledge exchange. Building upon our own research, we have produced a model-theoretic scheme for management studies in support of the practicability of Eco’s claim. The idea is to re-create the engagement when establishing problem-solving competence in managerial learning: We start with an analysis of real-life cases of successful managerial problem solving (“best practices”). Next, we attempt to find the common denominator of those successful solutions. Lastly, we instantiate the principles found in the previous step in new problem situations, and thus provide new uses for them.
ER  -

GATARIK, Eva and Rainer BORN. Re-creating Engagement in Managerial Learning. \textit{Human affairs}. WALTER DE GRUYTER GMBH, 2018, vol.~28, No~1, p.~3-16. ISSN~1210-3055. Available from: https://doi.org/10.1515/humaff-2018-0001.

Přehled o publikaci