This textbook explores practices, first-hand experiences and emerging ideas within organizational ethnography, providing a toolkit that prepares ethnographers for the uncertainties and realities of fieldworking.

Students faced with the complexities of qualitative observational techniques and considerations, such as the scope of the research, the personal and professional intertwined life of the qualitative research or the decision of when to leave the field, will find the book an extremely useful, practical guide. A range of experiences from a variety of academics at different stages of their career, to highlight the differences in practices, approaches and encounters, are presented. The themes of the individual chapters cover three main areas: aspects to consider and reflect on before undertaking an ethnography, the process and experiences of conducting ethnographic work and considerations for after the fieldwork. Particular attention is given to appreciating the complexity and practicalities of ethnographic work, providing a more experience-driven text, and understanding perspectives from a range of different approaches to organizational ethnography.

This book should be a recommended text for advanced undergraduate and postgraduate students studying research methods within Business and Management. It is particularly important for all students and academics undertaking qualitative research, especially ethnography.

This textbook explores practices, first-hand experiences and emerging ideas within organizational ethnography, providing a toolkit that prepares ethnographers for the uncertainties and realities of fieldworking.

Students faced with the complexities of qualitative observational techniques and considerations, such as the scope of the research, the personal and professional intertwined life of the qualitative research or the decision of when to leave the field, will find the book an extremely useful, practical guide. A range of experiences from a variety of academics at different stages of their career, to highlight the differences in practices, approaches and encounters, are presented. The themes of the individual chapters cover three main areas: aspects to consider and reflect on before undertaking an ethnography, the process and experiences of conducting ethnographic work and considerations for after the fieldwork. Particular attention is given to appreciating the complexity and practicalities of ethnographic work, providing a more experience-driven text, and understanding perspectives from a range of different approaches to organizational ethnography.

This book should be a recommended text for advanced undergraduate and postgraduate students studying research methods within Business and Management. It is particularly important for all students and academics undertaking qualitative research, especially ethnography.

The book reflects on ways of transcending Equality, Diversity and Inclusion (EDI) by establishing a dialogue between the professional experience of the authors and experts from academia and practitioners from financial services and executive search. The book emphasises the link and impact between what is taught and what is learned about EDI and how this reflects on later choices in career and workplace status. The book offers a critical and global perspective, emphasizing the multilocality and intersectionality dimension of diversity and unpicks key insights from different conceptualizations, like class, gender and postcolonialism and their relationship with the current paradigm of diversity and how people identify and communicate. With an extensive collection of testimonies and invitations for reflection, the book doesn’t limit the analysis to the influences of historical power relations in the workplace, but investigates at what stage multicultural power structures start developing a compulsory inclination to create “differences” and how this can influence hiring decision making and management in the workplace. In the book, academics and practitioners provide illumination and insights gleaned from their own personal experiences and perspectives. Whilst the research targeted financial services and executive search, the book''s findings will appeal globally to individuals of all age groups regardless of educational status, seniority or in which industry they are employed, particularly those who are aware of how each one expresses similarity and differences sometimes in not obvious ways.

The book reflects on ways of transcending Equality, Diversity and Inclusion (EDI) by establishing a dialogue between the professional experience of the authors and experts from academia and practitioners from financial services and executive search. The book emphasises the link and impact between what is taught and what is learned about EDI and how this reflects on later choices in career and workplace status. The book offers a critical and global perspective, emphasizing the multilocality and intersectionality dimension of diversity and unpicks key insights from different conceptualizations, like class, gender and postcolonialism and their relationship with the current paradigm of diversity and how people identify and communicate. With an extensive collection of testimonies and invitations for reflection, the book doesn’t limit the analysis to the influences of historical power relations in the workplace, but investigates at what stage multicultural power structures start developing a compulsory inclination to create “differences” and how this can influence hiring decision making and management in the workplace. In the book, academics and practitioners provide illumination and insights gleaned from their own personal experiences and perspectives. Whilst the research targeted financial services and executive search, the book''s findings will appeal globally to individuals of all age groups regardless of educational status, seniority or in which industry they are employed, particularly those who are aware of how each one expresses similarity and differences sometimes in not obvious ways.

Why are women, despite being resilient, adaptable, and persistent, often constructed and perceived as weak and vulnerable? Women’s vulnerability is not a neutral concept but is organizationally defined and understood. Organizations are discursive spaces where women’s vulnerability is constructed and reproduced as a communicative act and event. We often represent vulnerability at individual or organizational levels, but not both. Women’s vulnerability reminds us of the pervasive interconnectedness of personal and organizational life events. Experiencing women’s organizational vulnerability is common. However, is women’s vulnerability publicly represented, defined, felt and acted upon in the same way everywhere?

This book is focused on comparing women’s organizational vulnerability practices making a significant contribution to reflection, theory, methods and cross-disciplinary expertise. The process of making sense of “vulnerability” is extremely diverse and intersectionally constructed through gender, culture and organizational discourses, which demands complex, innovative and non-Eurocentric methodological paradigms and approaches. This book satisfies these demands by integrating contributions from a diverse range of disciplines, academic traditions and cases and provides an understanding of women’s vulnerability as a global phenomenon that comprises both cultural and organizational contexts.

By examining how publicly and organizationally women develop particular and creative strategies to navigate vulnerability, the book significantly contributes towards identifying archetypical practices for negotiating vulnerability in different contexts.

Why are women, despite being resilient, adaptable, and persistent, often constructed and perceived as weak and vulnerable? Women’s vulnerability is not a neutral concept but is organizationally defined and understood. Organizations are discursive spaces where women’s vulnerability is constructed and reproduced as a communicative act and event. We often represent vulnerability at individual or organizational levels, but not both. Women’s vulnerability reminds us of the pervasive interconnectedness of personal and organizational life events. Experiencing women’s organizational vulnerability is common. However, is women’s vulnerability publicly represented, defined, felt and acted upon in the same way everywhere?

This book is focused on comparing women’s organizational vulnerability practices making a significant contribution to reflection, theory, methods and cross-disciplinary expertise. The process of making sense of “vulnerability” is extremely diverse and intersectionally constructed through gender, culture and organizational discourses, which demands complex, innovative and non-Eurocentric methodological paradigms and approaches. This book satisfies these demands by integrating contributions from a diverse range of disciplines, academic traditions and cases and provides an understanding of women’s vulnerability as a global phenomenon that comprises both cultural and organizational contexts.

By examining how publicly and organizationally women develop particular and creative strategies to navigate vulnerability, the book significantly contributes towards identifying archetypical practices for negotiating vulnerability in different contexts.

This innovative collection of original, research-based work covers a variety of historical epochs and theoretical streams from ancient civilizations to modern movements in philosophy and the social sciences. Among other topics, the chapters evaluate ideas of organizing by Quakers, 16th-century Jesuits and communities in the Roman Empire and ancient China. The authors creatively and insightfully engage with the historiography and philosophy of organizing, presenting alternatives to the dominant Western-focused development of organizational theory and practice.

Origins of Organizing is significant in expanding the field of organizational theory to incorporate key examples that move away from mainstream and traditional perspectives. It will serve as a complementary text for graduate students in the fields of organization theory, management history and critical management studies.

Contributors include: J. Bento da Silva, C. Bettin, M. Brigham, G. Burrell, P. Case, B. Czarniawska, W. Dai, H. Gaggiotti, I. Iordanou, D. Kavanagh, M. Kostera, P. Krzyworzeka, A.J. Mills, T. Peltonen

Leaderly acts and practices from unexpected places are often overlooked and yet have remarkable power. These spontaneous acts are in sharp contrast to those of formal leaders in governments and leading corporations. Global events like the Covid-19 pandemic and the climate crisis light up these differences. This book delves deeper, exploring these leaderly acts and practices more fully and beyond extraordinary events. The authors describe these as "unleadership", a term defined in this book as a set of acts and practices that are undertaken in a spirit of spontaneity and generosity for social good.

Four dimensions of unleadership are identified in this book: paying it forward, living with the unknown, catching the wave, and confident connecting and collaborating. Unleadership exposes the potential that is unleashed when members of the community discover their own power to act and reclaim what they have delegated to their leaders.

Based on extensive research, the authors highlight the flourishing of alternative forms of leading that encourage rethinking ideas of leadership and followership. They provide practical guidance to organisations and practitioners for enriching their leaderly capacity and cultivating unleadership practices to co-exist with and complement leadership practices.

Unleadership is an invaluable resource for leaders and managers in public and private organisations as well as students of leadership and organisational development.

Leaderly acts and practices from unexpected places are often overlooked and yet have remarkable power. These spontaneous acts are in sharp contrast to those of formal leaders in governments and leading corporations. Global events like the Covid-19 pandemic and the climate crisis light up these differences. This book delves deeper, exploring these leaderly acts and practices more fully and beyond extraordinary events. The authors describe these as "unleadership", a term defined in this book as a set of acts and practices that are undertaken in a spirit of spontaneity and generosity for social good.

Four dimensions of unleadership are identified in this book: paying it forward, living with the unknown, catching the wave, and confident connecting and collaborating. Unleadership exposes the potential that is unleashed when members of the community discover their own power to act and reclaim what they have delegated to their leaders.

Based on extensive research, the authors highlight the flourishing of alternative forms of leading that encourage rethinking ideas of leadership and followership. They provide practical guidance to organisations and practitioners for enriching their leaderly capacity and cultivating unleadership practices to co-exist with and complement leadership practices.

Unleadership is an invaluable resource for leaders and managers in public and private organisations as well as students of leadership and organisational development.

This textbook explores practices, first-hand experiences and emerging ideas within organizational ethnography, providing a toolkit that prepares ethnographers for the uncertainties and realities of fieldworking.

Students faced with the complexities of qualitative observational techniques and considerations, such as the scope of the research, the personal and professional intertwined life of the qualitative research or the decision of when to leave the field, will find the book an extremely useful, practical guide. A range of experiences from a variety of academics at different stages of their career, to highlight the differences in practices, approaches and encounters, are presented. The themes of the individual chapters cover three main areas: aspects to consider and reflect on before undertaking an ethnography, the process and experiences of conducting ethnographic work and considerations for after the fieldwork. Particular attention is given to appreciating the complexity and practicalities of ethnographic work, providing a more experience-driven text, and understanding perspectives from a range of different approaches to organizational ethnography.

This book should be a recommended text for advanced undergraduate and postgraduate students studying research methods within Business and Management. It is particularly important for all students and academics undertaking qualitative research, especially ethnography.

This textbook explores practices, first-hand experiences and emerging ideas within organizational ethnography, providing a toolkit that prepares ethnographers for the uncertainties and realities of fieldworking.

Students faced with the complexities of qualitative observational techniques and considerations, such as the scope of the research, the personal and professional intertwined life of the qualitative research or the decision of when to leave the field, will find the book an extremely useful, practical guide. A range of experiences from a variety of academics at different stages of their career, to highlight the differences in practices, approaches and encounters, are presented. The themes of the individual chapters cover three main areas: aspects to consider and reflect on before undertaking an ethnography, the process and experiences of conducting ethnographic work and considerations for after the fieldwork. Particular attention is given to appreciating the complexity and practicalities of ethnographic work, providing a more experience-driven text, and understanding perspectives from a range of different approaches to organizational ethnography.

This book should be a recommended text for advanced undergraduate and postgraduate students studying research methods within Business and Management. It is particularly important for all students and academics undertaking qualitative research, especially ethnography.

The book reflects on ways of transcending Equality, Diversity and Inclusion (EDI) by establishing a dialogue between the professional experience of the authors and experts from academia and practitioners from financial services and executive search. The book emphasises the link and impact between what is taught and what is learned about EDI and how this reflects on later choices in career and workplace status. The book offers a critical and global perspective, emphasizing the multilocality and intersectionality dimension of diversity and unpicks key insights from different conceptualizations, like class, gender and postcolonialism and their relationship with the current paradigm of diversity and how people identify and communicate. With an extensive collection of testimonies and invitations for reflection, the book doesn’t limit the analysis to the influences of historical power relations in the workplace, but investigates at what stage multicultural power structures start developing a compulsory inclination to create “differences” and how this can influence hiring decision making and management in the workplace. In the book, academics and practitioners provide illumination and insights gleaned from their own personal experiences and perspectives. Whilst the research targeted financial services and executive search, the book''s findings will appeal globally to individuals of all age groups regardless of educational status, seniority or in which industry they are employed, particularly those who are aware of how each one expresses similarity and differences sometimes in not obvious ways.

The book reflects on ways of transcending Equality, Diversity and Inclusion (EDI) by establishing a dialogue between the professional experience of the authors and experts from academia and practitioners from financial services and executive search. The book emphasises the link and impact between what is taught and what is learned about EDI and how this reflects on later choices in career and workplace status. The book offers a critical and global perspective, emphasizing the multilocality and intersectionality dimension of diversity and unpicks key insights from different conceptualizations, like class, gender and postcolonialism and their relationship with the current paradigm of diversity and how people identify and communicate. With an extensive collection of testimonies and invitations for reflection, the book doesn’t limit the analysis to the influences of historical power relations in the workplace, but investigates at what stage multicultural power structures start developing a compulsory inclination to create “differences” and how this can influence hiring decision making and management in the workplace. In the book, academics and practitioners provide illumination and insights gleaned from their own personal experiences and perspectives. Whilst the research targeted financial services and executive search, the book''s findings will appeal globally to individuals of all age groups regardless of educational status, seniority or in which industry they are employed, particularly those who are aware of how each one expresses similarity and differences sometimes in not obvious ways.

Why are women, despite being resilient, adaptable, and persistent, often constructed and perceived as weak and vulnerable? Women’s vulnerability is not a neutral concept but is organizationally defined and understood. Organizations are discursive spaces where women’s vulnerability is constructed and reproduced as a communicative act and event. We often represent vulnerability at individual or organizational levels, but not both. Women’s vulnerability reminds us of the pervasive interconnectedness of personal and organizational life events. Experiencing women’s organizational vulnerability is common. However, is women’s vulnerability publicly represented, defined, felt and acted upon in the same way everywhere?

This book is focused on comparing women’s organizational vulnerability practices making a significant contribution to reflection, theory, methods and cross-disciplinary expertise. The process of making sense of “vulnerability” is extremely diverse and intersectionally constructed through gender, culture and organizational discourses, which demands complex, innovative and non-Eurocentric methodological paradigms and approaches. This book satisfies these demands by integrating contributions from a diverse range of disciplines, academic traditions and cases and provides an understanding of women’s vulnerability as a global phenomenon that comprises both cultural and organizational contexts.

By examining how publicly and organizationally women develop particular and creative strategies to navigate vulnerability, the book significantly contributes towards identifying archetypical practices for negotiating vulnerability in different contexts.

Why are women, despite being resilient, adaptable, and persistent, often constructed and perceived as weak and vulnerable? Women’s vulnerability is not a neutral concept but is organizationally defined and understood. Organizations are discursive spaces where women’s vulnerability is constructed and reproduced as a communicative act and event. We often represent vulnerability at individual or organizational levels, but not both. Women’s vulnerability reminds us of the pervasive interconnectedness of personal and organizational life events. Experiencing women’s organizational vulnerability is common. However, is women’s vulnerability publicly represented, defined, felt and acted upon in the same way everywhere?

This book is focused on comparing women’s organizational vulnerability practices making a significant contribution to reflection, theory, methods and cross-disciplinary expertise. The process of making sense of “vulnerability” is extremely diverse and intersectionally constructed through gender, culture and organizational discourses, which demands complex, innovative and non-Eurocentric methodological paradigms and approaches. This book satisfies these demands by integrating contributions from a diverse range of disciplines, academic traditions and cases and provides an understanding of women’s vulnerability as a global phenomenon that comprises both cultural and organizational contexts.

By examining how publicly and organizationally women develop particular and creative strategies to navigate vulnerability, the book significantly contributes towards identifying archetypical practices for negotiating vulnerability in different contexts.

This innovative collection of original, research-based work covers a variety of historical epochs and theoretical streams from ancient civilizations to modern movements in philosophy and the social sciences. Among other topics, the chapters evaluate ideas of organizing by Quakers, 16th-century Jesuits and communities in the Roman Empire and ancient China. The authors creatively and insightfully engage with the historiography and philosophy of organizing, presenting alternatives to the dominant Western-focused development of organizational theory and practice.

Origins of Organizing is significant in expanding the field of organizational theory to incorporate key examples that move away from mainstream and traditional perspectives. It will serve as a complementary text for graduate students in the fields of organization theory, management history and critical management studies.

Contributors include: J. Bento da Silva, C. Bettin, M. Brigham, G. Burrell, P. Case, B. Czarniawska, W. Dai, H. Gaggiotti, I. Iordanou, D. Kavanagh, M. Kostera, P. Krzyworzeka, A.J. Mills, T. Peltonen

Leaderly acts and practices from unexpected places are often overlooked and yet have remarkable power. These spontaneous acts are in sharp contrast to those of formal leaders in governments and leading corporations. Global events like the Covid-19 pandemic and the climate crisis light up these differences. This book delves deeper, exploring these leaderly acts and practices more fully and beyond extraordinary events. The authors describe these as "unleadership", a term defined in this book as a set of acts and practices that are undertaken in a spirit of spontaneity and generosity for social good.

Four dimensions of unleadership are identified in this book: paying it forward, living with the unknown, catching the wave, and confident connecting and collaborating. Unleadership exposes the potential that is unleashed when members of the community discover their own power to act and reclaim what they have delegated to their leaders.

Based on extensive research, the authors highlight the flourishing of alternative forms of leading that encourage rethinking ideas of leadership and followership. They provide practical guidance to organisations and practitioners for enriching their leaderly capacity and cultivating unleadership practices to co-exist with and complement leadership practices.

Unleadership is an invaluable resource for leaders and managers in public and private organisations as well as students of leadership and organisational development.

Leaderly acts and practices from unexpected places are often overlooked and yet have remarkable power. These spontaneous acts are in sharp contrast to those of formal leaders in governments and leading corporations. Global events like the Covid-19 pandemic and the climate crisis light up these differences. This book delves deeper, exploring these leaderly acts and practices more fully and beyond extraordinary events. The authors describe these as "unleadership", a term defined in this book as a set of acts and practices that are undertaken in a spirit of spontaneity and generosity for social good.

Four dimensions of unleadership are identified in this book: paying it forward, living with the unknown, catching the wave, and confident connecting and collaborating. Unleadership exposes the potential that is unleashed when members of the community discover their own power to act and reclaim what they have delegated to their leaders.

Based on extensive research, the authors highlight the flourishing of alternative forms of leading that encourage rethinking ideas of leadership and followership. They provide practical guidance to organisations and practitioners for enriching their leaderly capacity and cultivating unleadership practices to co-exist with and complement leadership practices.

Unleadership is an invaluable resource for leaders and managers in public and private organisations as well as students of leadership and organisational development.