The Organization Studies Journal Collection offers an annual award for newly published research or thinking that has been recognized to be outstanding by members of the Organization Studies Research Network.
This article explores how Fellows (future social entrepreneurs), who are enrolled in an early-career systems leadership training program, process and understand their capacity for implementing inclusive innovation in their leadership practice. Findings suggest that infusing an anti-oppressive perspective (AOP) reveals tacit knowledge as being crucial to organizational success. Tacit knowledge is embedded in an individual along the lines of experience, expertise, skills, abilities, actions, know-how, know-where, or know-whom and, if cultivated, may have the capacity to potentially orient social innovators toward sustainable innovation. Results from this study engages with cross-disciplinary scholarship and extend current analysis by drawing attention to the importance of building capacity in early-career systems leaders by especially grappling with organizational facilitators and detractors of capacity building. The article further highlights how this involves intentional learning by organizational thought leaders that allows them to develop theoretical and practical linkages between social innovation’s existing frameworks and equity, diversity, and inclusion (EDI) concepts.
The nature of the Engaging Inclusion project is both relevant and timely because, as Ontario and Canada transitions from a resource economy to a knowledge / innovation economy, it is imperative that our new leaders can address inequities, both individually and at their intersections, ensuring that our future is both economically prosperous and socially sustainable. To that end, the project was intentionally designed to marshal concepts and theories that have a long history within the social sciences and meaningfully connecting them with sectors beyond it (i.e. tech, business, leadership, etc.) – all towards the goal of bringing equity, diversity, inclusion (EDI) practices forward by enlivening how it intersects with the Sustainable Development Goals (SDGs). The significance and contributions of this approach lies in the epistemological orientation that undergirds the principles that facilitated the work on the whole – namely, innovative and impactful solutions that respond to local, national and global challenges must be inclusive of how people know what they know, their knowledges, ways of knowing, and how one can convert this knowledge into their everyday practices. In its implementation, the project was designed and actioned as an experientially reflexive (the application of theory and academic content to real-world occurrences) and transformative experience (values, beliefs). The uniquely transformative nature of the project is evidenced in the intentional application of the epistemological principles of the program coupled with participants active engagement in reflexive practice (how the implications of their learnings can impact the broader context of their work) and commitment to process.
—Mary Goitom
Syson Kunda, Martina Jordaan Nalukwago, and Nita MennegaOrganizational Cultures: An International Journal, Volume 22, Issue 2, pp.27–40
Mary Goitom, Dominique Riviere, and Marqez Ramsay Organizational Cultures: An International Journal, Volume 22, Issue 1, pp.39–57
Distrust in Organization-Client Relationships in the Social Media Era
Pui Yuen Lee, Kung Wong Lau Change Management: An International Journal, Volume 20, Issue 1, pp.1–16
The New Story of Changing: Exploring Dichotomies in the Field of Organizational Change
Signe Bruskin Change Management: An International Journal, Volume 19, Issue 1, pp.7–16
The Need for Competing Commitments Research: Coping with Change in Knowledge Management
Jamie O'Brien, Change Management: An International Journal, Volume 18, Issue 1, pp.1–14
Barbara Hou, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 17, Issue 1, pp.1–18
Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14
Cultural Factors Affecting International Teamwork Dynamics and Effectiveness
Steven Levitt, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 13, Issue 1, pp.9–23
Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70
Building Bridges: A Transdisciplinary Future for Knowledge Management
Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp.19–30
Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106
Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change
Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp.141–154
Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning
Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp.179–186