Welcome to the first edition of the Journal of Management & Organization (JMO).
Steve Kempster reports on research into how people in senior executive leadership positions have learnt leadership throughout their careers. He used the methodology of critical realism to uncover and explain the metaphor of 'apprenticeship' to assist with our sense-making of this important aspect of managerial life.
Fernando and Jackson researched religion-based workplace spirituality and its impact upon the decision-making of senior business leaders. They found that decision-making was facilitated by traditional management techniques plus, in difficult moments, by a higher-order construct associated with a transcendent reality. Religion plays a significant role.
Neil McAdam reports on a large world-wide research project. He found that stress moves us away from creative, collaborative and ambiguitybased brain styles toward performance-driven and control-oriented brain styles. In the Australasian tertiary academic sector, I can see precisely this phenomenon in action over the last 10 years. Our challenge is to maintain our creativity and not to fall into control-oriented styles. This is precisely the point made by Bill English in his article.
Bill English is Shadow Education Minister in New Zealand and a former Education Minister. In his article we can see that New Zealand has experienced tertiary educational reforms similar to those that Australia is in the process of implementing now. It remains to be seen whether Australian policy-makers have learned from the New Zealand experience. Personally, I doubt it. English advocates a simpler model of oversight of the sector, with less costly and potentially unmanageable control mechanisms. In Australia we continue to see policy models characterised by complexity, cost, and control mechanisms that are difficult to maintain. He makes the point that incentive is better for our sector than control. This maxim is reasonably obvious to most of us, but it seems to be discarded too readily by our policy-makers and many university managers. In small economies, like Australia and New Zealand, control is easier to implement than incentive, but it is less effective. The challenge for us all is to unleash the huge potential that we have in our tertiary academic sector with policies based on incentive; and with management practices based on efficiency and not expensive administration.
The future for JMO
In this editorial, I have directed my comments mainly to my colleagues in New Zealand and Australia. This situation will not remain for much longer. JMO will quickly have a global reach in the scholarship that is presented. …