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(Engaging or Avoiding) Change Through Reflexive Practices
University of St Andrews, UK.
The University of Auckland, New Zealand.
The University of Auckland, New Zealand.
The University of Auckland, New Zealand.
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2017 (English)In: Journal of management inquiry, ISSN 1056-4926, E-ISSN 1552-6542Article in journal (Refereed) Epub ahead of print
Abstract [en]

In this article, we explore the ways in which individuals deploy reflexive practices in order to avoid or engage with a call to change either oneself or the social context. We begin by developing a categorization of the modes of reflexive practice associated with avoidance or engagement. We go on to develop?through a relationally reflexive research process?three contributions that build on this. First, we build an understanding of what a repertoire of reflexive practices may include, and ?what is going on? in such reflexive practices. Second, we explain how reflexive practices can be mobilizing, thereby enabling shifts between avoidance and engagement modes, or fix action within a single mode. Third, we develop an understanding of the ways in which emotions and relationships influence how reflexive practices of either kind are deployed.

Place, publisher, year, edition, pages
Sage Publications, 2017.
Keywords [en]
qualitative research, organization theory, work-life conflict/management, affect/emotions
National Category
Information Systems, Social aspects Business Administration
Identifiers
URN: urn:nbn:se:oru:diva-62362DOI: 10.1177/1056492617718089OAI: oai:DiVA.org:oru-62362DiVA, id: diva2:1156777
Available from: 2017-11-14 Created: 2017-11-14 Last updated: 2017-11-16Bibliographically approved

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Windahl, Charlotta

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