Museums for the Planet: Critical Realist Philosophy and the Possibility of an Eco-decolonial Museology
- Authors: Jeffery, Thomas Carnegie
- Date: 2021-10-29
- Subjects: Museums Management , Critical realism , Ontology , Decolonization , Organizational change , Social ecology , Eco-decolonial
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/192692 , vital:45251 , 10.21504/10962/192692
- Description: This study introduces dialectical critical realism into museology as a philosophical underlabourer for the development of new theoretical potentials for the transformation of museum practice. The idea of the museum is in a moment of fluidity evident in emergent decolonial and ecological perspectives and in the International Council of Museum’s process of redefinition of the museum. The potential to reimagine the museum lacks a coherent philosophical and theoretical foundation. The persistence of museological dualism separates the social from the ecological and absents the emergence of relational modes of thinking and practice. This study conceives an ecological-decolonial or eco-decolonial mode of museology that is disruptive of dualism and generative of relationality, and is thus generative of agency for deeper, more effective and enduring social-ecological justice. The core of this thesis is the development of the eco-decolonial mode of museology through the DCR onto-axiological chain or ‘MELD’ schema. At 1M a depth ontological analysis augmented by interviews with key informants establishes a dialectic of society and ecology in the museological context. 1M surfaces capitalism and the implicit neoliberal ontology of museology as deep causal mechanisms of the 2E persistence of museological human-nature dualism. The paradox of ‘emancipatory neoliberalism’ is a policy-practice contradiction that absents potentials for transformation of the museum and that is held in place by the grounding ontological activity of museology, collection. The 2E perspective on absences enables the emergence of new transformative pathways towards the 3L vision of the eco-decolonial mode of museology as a (4D) new way of thinking and working to resolve neoliberal restrictions. The fundamental 4D change envisioned for museum philosophy, theory and practice is an ontological transformation from traditionalist human-nature dualism to a progressive human-nature dialectic. A case study considers instances where museum workers exercised the agency to expand practice in this way. Future work using the expansive learning methodology of Change Laboratories will develop and implement the potentials generated by the onto-axiological chain for the eco-decolonial mode to bring real change to traditional, dualist museum practice, in order to ensure the relevance and the agency of the museum as a social structure in and for a changing world. , Thesis (PhD) -- Faculty of Education, Education, 2021
- Full Text:
- Authors: Jeffery, Thomas Carnegie
- Date: 2021-10-29
- Subjects: Museums Management , Critical realism , Ontology , Decolonization , Organizational change , Social ecology , Eco-decolonial
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10962/192692 , vital:45251 , 10.21504/10962/192692
- Description: This study introduces dialectical critical realism into museology as a philosophical underlabourer for the development of new theoretical potentials for the transformation of museum practice. The idea of the museum is in a moment of fluidity evident in emergent decolonial and ecological perspectives and in the International Council of Museum’s process of redefinition of the museum. The potential to reimagine the museum lacks a coherent philosophical and theoretical foundation. The persistence of museological dualism separates the social from the ecological and absents the emergence of relational modes of thinking and practice. This study conceives an ecological-decolonial or eco-decolonial mode of museology that is disruptive of dualism and generative of relationality, and is thus generative of agency for deeper, more effective and enduring social-ecological justice. The core of this thesis is the development of the eco-decolonial mode of museology through the DCR onto-axiological chain or ‘MELD’ schema. At 1M a depth ontological analysis augmented by interviews with key informants establishes a dialectic of society and ecology in the museological context. 1M surfaces capitalism and the implicit neoliberal ontology of museology as deep causal mechanisms of the 2E persistence of museological human-nature dualism. The paradox of ‘emancipatory neoliberalism’ is a policy-practice contradiction that absents potentials for transformation of the museum and that is held in place by the grounding ontological activity of museology, collection. The 2E perspective on absences enables the emergence of new transformative pathways towards the 3L vision of the eco-decolonial mode of museology as a (4D) new way of thinking and working to resolve neoliberal restrictions. The fundamental 4D change envisioned for museum philosophy, theory and practice is an ontological transformation from traditionalist human-nature dualism to a progressive human-nature dialectic. A case study considers instances where museum workers exercised the agency to expand practice in this way. Future work using the expansive learning methodology of Change Laboratories will develop and implement the potentials generated by the onto-axiological chain for the eco-decolonial mode to bring real change to traditional, dualist museum practice, in order to ensure the relevance and the agency of the museum as a social structure in and for a changing world. , Thesis (PhD) -- Faculty of Education, Education, 2021
- Full Text:
Developing an organisational culture in support of organisational capacity for change: the case of a South African bank
- Authors: Dhoba, Howard
- Date: 2020
- Subjects: Corporate culture , Bank management , Organizational change
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/141247 , vital:37956
- Description: Business organisations are increasingly being exposed to challenging environmental pressures. It has been widely acknowledged and observed that an organisation that crafts an effective organisational culture should be well positioned to react to these threatening changes, and to proactively seize opportunities to adapt and learn. This research study seeks to investigate how an organisational culture that supports organisational capacity for change can be developed. It analyses what a banking organisation’s espoused culture is made up of and how it was formulated. A thematic analysis of how the bank’s aspirational and innovative culture contributes to the organisation’s capacity for change is also presented. Organisational management should take a leading role in developing the values and practices that foster participation, which are then imparted to the entire organisation. The research study thus only focused on analysing the development of organisational culture from the management perspective. An interpretivist research approach was adopted, with a case study design as the research method. Data was gathered through conducting personal interviews with twelve managers from a Retail and Business Banking cluster of one of the big South African banks. Numerous interventions were employed in the organisation to develop espoused values, aspirational culture and to encourage all employees to champion innovations and constantly search for better ways to offer delighting value propositions to clients. The research findings can assist managers and organisational leaders in building their organisational capacity for change through developing an effective organisational culture that supports change initiatives. Since the research study only focused on analysing the development of organisational culture from the perspective of management, further research studies may involve employees as well, due to the fact that everyone is expected to take an active role for an organisation to display the overall capability to effectively respond to a progressively volatile environment. The research was able to reveal how key initiatives that are designed from theoretical constructs can be used to deliver on an innovative organisational culture that contributes to organisational capability for change.
- Full Text:
- Authors: Dhoba, Howard
- Date: 2020
- Subjects: Corporate culture , Bank management , Organizational change
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/141247 , vital:37956
- Description: Business organisations are increasingly being exposed to challenging environmental pressures. It has been widely acknowledged and observed that an organisation that crafts an effective organisational culture should be well positioned to react to these threatening changes, and to proactively seize opportunities to adapt and learn. This research study seeks to investigate how an organisational culture that supports organisational capacity for change can be developed. It analyses what a banking organisation’s espoused culture is made up of and how it was formulated. A thematic analysis of how the bank’s aspirational and innovative culture contributes to the organisation’s capacity for change is also presented. Organisational management should take a leading role in developing the values and practices that foster participation, which are then imparted to the entire organisation. The research study thus only focused on analysing the development of organisational culture from the management perspective. An interpretivist research approach was adopted, with a case study design as the research method. Data was gathered through conducting personal interviews with twelve managers from a Retail and Business Banking cluster of one of the big South African banks. Numerous interventions were employed in the organisation to develop espoused values, aspirational culture and to encourage all employees to champion innovations and constantly search for better ways to offer delighting value propositions to clients. The research findings can assist managers and organisational leaders in building their organisational capacity for change through developing an effective organisational culture that supports change initiatives. Since the research study only focused on analysing the development of organisational culture from the perspective of management, further research studies may involve employees as well, due to the fact that everyone is expected to take an active role for an organisation to display the overall capability to effectively respond to a progressively volatile environment. The research was able to reveal how key initiatives that are designed from theoretical constructs can be used to deliver on an innovative organisational culture that contributes to organisational capability for change.
- Full Text:
How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
The development of an instrument to measure intrapreneurship: entrepreneurship within the corporate setting
- Authors: Hill, Marguerite Elizabeth
- Date: 2003
- Subjects: Entrepreneurship , Psychology, Industrial , Organizational change
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:2991 , http://hdl.handle.net/10962/d1002500 , Entrepreneurship , Psychology, Industrial , Organizational change
- Description: “Intrapreneurship is not a choice, it is the only survival attitude” (Pinchot, 2000, p.75). In 1985 Pinchot coined the term ‘intrapreneurship’, short for intra-corporate entrepreneurship, which describes the practice of entrepreneurship within organisations. Intrapreneurship is increasingly becoming a term used in the business world to describe organisations that are willing to pursue opportunities, initiate actions, and emphasise new, innovative products or services. Due to the dynamic nature of modern organisations, it is imperative that organisations and their managers remain receptive to new ideas, approaches and attitudes. It is therefore the belief that rapid and cost-effective innovation is the primary source of lasting competitive advantage in the twenty-first century, leaving organisations no alternative but to become intrapreneurial or cease to exist. This thesis focuses on this need and examines ways in which intrapreneurship can be measured in organisations in order to provide a benchmark for further organisational development. A questionnaire (known as the Intrapreneurial Intensity Index) was designed and distributed to a sample of 500 employees working in large South African organisations, which classified themselves as ‘forward-thinking’ and aimed for an intrapreneurial ‘type of thinking’. The results obtained from these questionnaires underwent item analysis, after which the questionnaire was redesigned in an electronic format. A pilot case study was then conducted in order to test the reliability of the instrument. Finally the questionnaire was redistributed to a sample of six organisations that are viewed as being ‘intrapreneurial’ and two that are regarded as being ‘non-intrapreneurial’. The data from this sample was used to test the validity of the Intrapreneurial Intensity Index and to demonstrate its application. This study resulted in an instrument that can be used to ascertain the intensity of intrapreneurship present in a large organisation. Specifically, this instrument can provide an overall view of the organisation’s intrapreneurial ability, as well as identify the specific areas in the organisation that require change or modification in order to become more intrapreneurial. This instrument provides a valuable means of identifying areas in need of organisational change, by determining an organisation’s intrapreneurial properties in the organisation’s core areas.
- Full Text:
- Authors: Hill, Marguerite Elizabeth
- Date: 2003
- Subjects: Entrepreneurship , Psychology, Industrial , Organizational change
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:2991 , http://hdl.handle.net/10962/d1002500 , Entrepreneurship , Psychology, Industrial , Organizational change
- Description: “Intrapreneurship is not a choice, it is the only survival attitude” (Pinchot, 2000, p.75). In 1985 Pinchot coined the term ‘intrapreneurship’, short for intra-corporate entrepreneurship, which describes the practice of entrepreneurship within organisations. Intrapreneurship is increasingly becoming a term used in the business world to describe organisations that are willing to pursue opportunities, initiate actions, and emphasise new, innovative products or services. Due to the dynamic nature of modern organisations, it is imperative that organisations and their managers remain receptive to new ideas, approaches and attitudes. It is therefore the belief that rapid and cost-effective innovation is the primary source of lasting competitive advantage in the twenty-first century, leaving organisations no alternative but to become intrapreneurial or cease to exist. This thesis focuses on this need and examines ways in which intrapreneurship can be measured in organisations in order to provide a benchmark for further organisational development. A questionnaire (known as the Intrapreneurial Intensity Index) was designed and distributed to a sample of 500 employees working in large South African organisations, which classified themselves as ‘forward-thinking’ and aimed for an intrapreneurial ‘type of thinking’. The results obtained from these questionnaires underwent item analysis, after which the questionnaire was redesigned in an electronic format. A pilot case study was then conducted in order to test the reliability of the instrument. Finally the questionnaire was redistributed to a sample of six organisations that are viewed as being ‘intrapreneurial’ and two that are regarded as being ‘non-intrapreneurial’. The data from this sample was used to test the validity of the Intrapreneurial Intensity Index and to demonstrate its application. This study resulted in an instrument that can be used to ascertain the intensity of intrapreneurship present in a large organisation. Specifically, this instrument can provide an overall view of the organisation’s intrapreneurial ability, as well as identify the specific areas in the organisation that require change or modification in order to become more intrapreneurial. This instrument provides a valuable means of identifying areas in need of organisational change, by determining an organisation’s intrapreneurial properties in the organisation’s core areas.
- Full Text:
Organisation development: a formative evaluation of an OD intervention
- Routledge, Michael Henry Collis
- Authors: Routledge, Michael Henry Collis
- Date: 1999
- Subjects: Organizational change , Organizational behavior , Action research , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3044 , http://hdl.handle.net/10962/d1002553 , Organizational change , Organizational behavior , Action research , Psychology, Industrial
- Description: Rapid changes and increased competitiveness in business environments, together with greater demands by employees for improvements in the quality of their work lives, make it necessary for organisations to review their operating styles and functions. Many companies have found an answer in Organisation Development (OD) which focuses on ways in which people associated with organisations learn to diagnose and solve those problems which limit organisational effectiveness. The present study evaluates the progress of an OD intervention underway in an organisation in Zimbabwe. A formative evaluation is undertaken during an OD intervention. It is designed to assess the change effort's progress in such a way that steps can subsequently be taken to correct, modify or enhance such aspects of the intervention as may be determined by the evaluation. The study begins with a review of the company's original and revised Mission Statements as well as the present and last two sets of corporate three-year plans. These documents inform the construction of an interview guide. Individual interviews are then used to ascertain attitudes of respondents to the OD intervention and the changes it is bringing about. In addition the interviews are used to gauge the degree of commitment of respondents to the intervention. All the senior managers in the organisation are interviewed as well as the holding company's chief executive and the external consultant facilitating the intervention. The study records fundamental changes taking place in the attitudes of top managers and the first signs of an impact of these attitude changes on the formulation of company plans. Management styles and the culture of the organisation also show some change and influence on routine business operations. In addition there are early indications of an alteration of behaviour at other levels in the organisation. Business outcomes are improving and it is proposed that the benefits are due to fortuitous market developments assisted to an extent by the culture and attitude changes brought about by the OD intervention.
- Full Text:
- Authors: Routledge, Michael Henry Collis
- Date: 1999
- Subjects: Organizational change , Organizational behavior , Action research , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:3044 , http://hdl.handle.net/10962/d1002553 , Organizational change , Organizational behavior , Action research , Psychology, Industrial
- Description: Rapid changes and increased competitiveness in business environments, together with greater demands by employees for improvements in the quality of their work lives, make it necessary for organisations to review their operating styles and functions. Many companies have found an answer in Organisation Development (OD) which focuses on ways in which people associated with organisations learn to diagnose and solve those problems which limit organisational effectiveness. The present study evaluates the progress of an OD intervention underway in an organisation in Zimbabwe. A formative evaluation is undertaken during an OD intervention. It is designed to assess the change effort's progress in such a way that steps can subsequently be taken to correct, modify or enhance such aspects of the intervention as may be determined by the evaluation. The study begins with a review of the company's original and revised Mission Statements as well as the present and last two sets of corporate three-year plans. These documents inform the construction of an interview guide. Individual interviews are then used to ascertain attitudes of respondents to the OD intervention and the changes it is bringing about. In addition the interviews are used to gauge the degree of commitment of respondents to the intervention. All the senior managers in the organisation are interviewed as well as the holding company's chief executive and the external consultant facilitating the intervention. The study records fundamental changes taking place in the attitudes of top managers and the first signs of an impact of these attitude changes on the formulation of company plans. Management styles and the culture of the organisation also show some change and influence on routine business operations. In addition there are early indications of an alteration of behaviour at other levels in the organisation. Business outcomes are improving and it is proposed that the benefits are due to fortuitous market developments assisted to an extent by the culture and attitude changes brought about by the OD intervention.
- Full Text:
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