Management – Culture – Interpretation Wendelin Küpers · Stephan Sonnenburg Martin Zierold Editors ReThinking Management Perspectives and Impacts of Cultural Turns and Beyond Management – Culture – Interpretation Edited by Andreas Müller Stephan Sonnenburg The book series of the Karlshochschule International University explores new ideas and approaches to management, organizations and economy from a cultural and interpretive point of view The series intends to integrate different perspectives towards economy, culture and society Therefore, management and organizational activities are not seen as being isolated from their context, but rather as contextbound and dependent on their surrounding cultures, societies and economies Within these contexts, activities make sense through the allocation, the interpretation and the negotiation of meanings Sense-making can be found in performative processes as well as the way social meaning is constructed through interactions The series seeks innovative approaches, both in formulating new research questions and in developing adequate methodological research designs We welcome contributions from different interdisciplinary and collective ways of thinking and seeking knowledge which focus on the integration of “Management – Culture – Interpretation“ Edited by Prof Dr Andreas Müller Prof Dr Stephan Sonnenburg Karlsruhe, Germany Wendelin Küpers · Stephan Sonnenburg Martin Zierold (Eds.) ReThinking Management Perspectives and Impacts of Cultural Turns and Beyond Editors Wendelin Küpers Karlsruhe, Germany Martin Zierold Karlsruhe, Germany Stephan Sonnenburg Karlsruhe, Germany Management – Culture – Interpretation ISBN 978-3-658-16983-1 (eBook) ISBN 978-3-658-16982-4 DOI 10.1007/978-3-658-16983-1 Library of Congress Control Number: 2017931559 Springer VS © Springer Fachmedien Wiesbaden GmbH 2017 This work is subject to copyright All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Printed on acid-free paper This Springer VS imprint is published by Springer Nature The registered company is Springer Fachmedien Wiesbaden GmbH The registered company address is: Abraham-Lincoln-Str 46, 65189 Wiesbaden, Germany Acknowledgements Books are co-creations, and thus we would like to express our gratitude to some main contributors who made this publication possible: First, we wish to thank all the participants of the conference on ‘ReThinking Management: The Impact of Cultural Turns’ at Karlshochschule International University in 2014 for their inspiring presentations and insightful discussions In particular, we would like to thank our keynote speakers André Spicer from Cass Business School and Doris Bachmann-Medick from Gießen University It was a great honor and we really appreciate their astute contributions Second, we want to express our deepest gratitude to David Sixt for his inexhaustible and proficient support towards making the conference a success and this book possible Third, a special thank you goes to Laura Baker for her sensitive editing of the introduction Finally, we would like to say a big thank you to all the authors who helped in making ‘ReThinking Management’ possible We hope that the book will be of value to students, academics and practitioners alike Wendelin Küpers, Stephan Sonnenburg and Martin Zierold Editors Contents Introduction & Inspiration ReThinking Management 11 Wendelin Küpers / Stephan Sonnenburg / Martin Zierold Cultural Turns: A Matter of Management? 31 Doris Bachmann-Medick Culture & Creativity Management as ‘Purity Apostle’: A Cultural-Anthropological Approach 59 Irma Rybnikova Uncertainty and Opportunity as Drivers for Re-Thinking Management: Future-Oriented Organizations by Going Beyond a Mechanistic Culture in Organizations 79 Markus F Peschl / Thomas Fundneider Cultural Projects in 2030: A Performative Approach 97 Małgorzata Ćwikła Transfer of Economic Concepts to Cultural Strategy – and Back? 115 Johan Kolsteeg Are Artists the Better Managers? Perspectives on a Participatory Understanding of Cultural Management 131 Siglinde Lang Contents Applications & Activities The (Ante-)Narrative of G/growth in Management Consulting as Liminal Sense-Making Strategy 151 Silke Schmidt Graceful Degradation and the Knowledge Worker 171 Dirk Nicolas Wagner ReThinking Studying Marketing 191 Björn Bohnenkamp Sustainability in the Media Industries: The Lack of Transparency and the “Sony Hack” 205 Christian Stiegler On Belonging and Being Professional: In Pursuit of an Ethics of Sharing in Project Teams 217 Manuela Nocker Notes on Contributors 237 Introduction & Inspiration ReThinking Management Wendelin Küpers / Stephan Sonnenburg / Martin Zierold Approaching ‘ReThinking Management’ It is time to re-think and to re-do! Our contemporary world of organizations and management; respectively, leadership as well as its socio-cultural embedment calls for a radical re-thinking (Bolden et al 2016; Birkinshaw 2012; Ladkin 2012; Mowles 2011) But what does it mean to re-think something in general, and to re-think management in particular? This introduction tries to outline some basic consideration and inspiration about the status and implication of rethinking in relation to management, thereby to organizations and its embedding contexts Resonating with a pluralistic cultural orientation (cultural turns in sensu see Bachmann-Medick in this book), we then critically reflect problems of a one-sided ‘culturalism’ Furthermore, we then move from a conceptual rethinking to a more performative understanding of re-doing ‘ReThinking Management’ is the guiding principle of Karlshochschule International University and was also the motto or Leitmotif of a corresponding conference organized at this institution, from which the chapters of this book emerged Accordingly, practices of research and teaching at Karlshochschule – and at an increasing number of other places of education – are trying to move towards a re-thinking of management in terms of theory and practice What does the re- of this re-thinking mean? Literarily, and as it is commonly conceived, re-thinking refers to think about something again, especially with a view to changing one's opinions, understandings, and doing etc There are, however, levels of meaning that go beyond the conventional that give depth to re-thinking Next, then, what does and could this programmatic call and agenda to re-think mean specifically? Finally, what does re-thinking management imply for theory and practice of organizing, managing and living, individually and collectively? To delve into these queries, we have deliberately set up this document with attention that follows from macro- to micro-questions although a certain amount of fluidity is maintained In particular, the approach follows the inverse order of the questions above, so that the loops that make up the network of re-thinking are presented in concrete questions, queries, posits etc which also incorporates © Springer Fachmedien Wiesbaden GmbH 2017 W Küpers et al (Hrsg.), ReThinking Management, Management – Culture – Interpretation, DOI 10.1007/978-3-658-16983-1_1 On Belonging and Being Professional: In Pursuit of an Ethics of Sharing in Project Teams 227 Charles oscillates between a rationalist and a pragmatist approach Whereas the former is underpinned by a moral stance exemplified in the text by a repetition of how one should be, the latter makes constant reference to a context that did not allow a proper contribution to emerge Phil would always what was required of him but he was very rarely taking initiatives Mark Ellis was more to management You see, Mark was very strong, I think Phil needs some guidance for building his motivation and commitment He didn't enjoy the experience at all but that shouldn't impact on duly honest performance If we only perform well when we're enjoying ourselves than we are not making any consultancy Or, at least, you have to find enjoyment in difficult situations; you have to meet the challenges; you have to motivate yourself even when the client is difficult In this view, aesthetic aspects such as ‘liking’ an activity are framed in such a way that they become a way to distinguish good and bad performance Charles perceives himself as ‘entitled to leave the ground’ of day-to-day project management without having to further question the own conduct However, he is aware of some the implications for the team We should have started Mark clearly as the senior guy who is going to run it whereas Julie in particular wouldn't except Mark in that role By the time it became apparent we had to that It was perfectly appropriate for Mark Ellis to sit and run things there but not in her eyes, so we should have managed her expectations I think we should have probably, I've should have paid more attention to Julie Regardless of such realisation, in his view high uncertainty demands a higher degree of control The narrative exposes some tension about the storyteller’s management style that, however, is quickly ‘resolved’ within the narrative to give closure to personal experience Do more myself and trust less the team way But having said that, you know, until now I haven't had problems like I had at Giant US, and I happen to allow the team a lot of attitude because these are very bright, highly paid people They should be capable of managing their time So I tended to be fairly hands off and got more involved since Charles too does not end with a narrative of transformation He does not envisage the need to change either his leadership or his management style His moral judgment supports the value of behavioural rationality in the context of high uncertainty Accordingly, it would not be a priority for a project manager to intervene in order to facilitate the team’s sense of togetherness and sharing 228 Manuela Nocker “Somebody more on the ground”: The ethical narrative Kelly was the senior change management specialist in the team In the view of this storyteller, the consultants’ assumptions are hindering more than facilitating teaming as an inter-organisational process Kelly focuses the construction of social selves as tied to the desire for being respected She makes clear how ambivalent behaviours might be triggered under pressure in the project Julie is described as not being able of understanding the ‘rules of the game’ Julie's perspective - she as a project manager - in my view, she didn't have the skills set to be the project manager So I felt some of the points Julie was making were valid but how she interprets things and how she reacts to things is quite extreme I don't find her approach very structured; so what I was trying to was to put some structure around To say "Let's just, let's not emotion carry us away here What is it that you are missing?" Julie is constructed in the guise of a child to whom you need to show each step for her to imitate The imitation is preordained: it must be Blooming’s way of managing projects Kelly does not agree with Julie’s style of participation The latter is positioned as unreasonable, overwhelming, and “very difficult to manage” But Kelly does not perform a pessimistic narrative of teamwork She moves away from the conventional idea of having a ‘common team goal’ and emphasises the importance of making sense together about the possibilities, developing opportunities to shape the project process If you take football, it is that sort of formation: the strategies that you would deploy… So, for me, that's saying a common output, but a shared understanding of it, and an opportunity to shape how it get's done in the group Kelly positions the team as fragmented She is critical about enacted practice in this project as well as of standard consulting practice The team is not just seen as a victim of the uncertain situation; it is described as having been incapable of moving up to the collective level of ongoing conversations that would be needed for more integration These cannot be planned in Kelly’s view; they remain a complex endeavour in which to engage together On Belonging and Being Professional: In Pursuit of an Ethics of Sharing in Project Teams 229 Reviewing modes of ‘being professional’ In the narratives presented the team’s enacted practices are linked to desires and preferences emphasising the notion of belonging underpinned by the ‘knowledge of the proper’ about possible ways to participate in team life and project work For instance, in Julie’s narrative, blaming is accompanied by imagining how she could be better supported in order to learn; Mark denies personal feelings and imagines a team unity based on the idea of ‘natural’ improvement In contrast, Charles imagines an autonomous and self-motivated team even if – as a team leader – he is not prepared to engage in the process Finally, Kelly imagines ongoing conversations that were not really taking place If there is a fantasy of control and mastery, at an individual level it is experienced differently: in Mark’s case, largely through suppression of emotions and personal expression; in Charles’ case, more openly through the idea to be able of ‘fixing’ problems through rational solutions This ‘illusion of omnipotence’ comes with a particular view of expertise that forges a certain knowledge that is “less and less that of the desirable in any sense, and more and more that of the simply doable” (Castoriadis 1991: 249) If narratives are spatial practices that mark boundaries, it is my contention that these two narratives have built frontiers rather than bridges (De Certau 1984) The two narratives promote a life-world, where “vulnerability and pain are magically sidestepped” (Elliott, 2004: 79) Standards of the professional service consultants have been “cited” (Butler 1993: 2) and affected the team’s sense of belonging In this sense, “one does not simply or ontologically ‘belong’ to the world or any group within it Belonging is an achievement at several levels of abstraction” (Bell 1999: 3) In the other two narratives the experience and imagination of the team’s belonging changes Julie’s narrative of opposition and Kelly’s narrative of reflexivity envisage another space of belonging without losing sight of difficulties or of possibilities to positively redefine the collective space The two narratives not account for the same space of belonging either The predicament of “reciprocation and recognition” (Gabriel 2000: 84) where vulnerability and caring are not excluded manifest in Kelly’s view This narrative gives a rich picture of a more relational understanding of teamwork and project management Although the team is seen as having been unable to arrive at shared understandings, for the storyteller cooperation can still be enabled and remains a possible world to pursue in projects Julie’s narrative is mainly characterised by blaming the team as the ‘villain’, the anger and frustration stemming from perceived unfairness towards her However, Julie is not only playing the victim Rather she re-claims a space for herself in the team through her opposition, even if not without ambivalence Her narrative has not been “a 230 Manuela Nocker confident voice narrating a simple tale of achievement, success, survival and sacrifice, but it is a voice which allows different constructions of identity to be experimented with, developed, modified, rejected and reconstructed” (Gabriel 2003: 175) ‘Seeking to belong’ (to the experts), Julie embodied a liminal space, that is an unstable identity position in-between Hybrid spaces and the movements in-between (Bhabha 1990) of lived action tend to be downplayed in current project management approaches, and this was partly salient in the enactments of the team The four narratives reveal how dominant project management practice has indeed become an instrument for inclusion/exclusion and for the legitimisation of social practice This was opposed and, more often than not, triggered conspicuous ambivalence regarding personal choices, actions and how to ‘fit in’ Yet, in performing their personal narratives, storytellers have been able to draw a rich and particularised picture of their personal experience, exposing how they imagined the team to be, as well as how it ‘could become’ – as alternative or possible worlds to inhabit together Opening up spaces of belonging in project work The team’s life-world draws on particular experiences and underlying desires that are invoked on the basis of imagined criteria (i.e qualities and values) for team collaboration and project management Individual narratives favoured aspects that can be subsumed in social qualities emphasising relational awareness; mutuality and respect; and a sense of achievement and worth Thereby, the team’s narrative performance became a complex process of positioning oneself and others, and moved beyond either resistance or conformity while emphasising ambivalence, denial, contradiction and rationalisation Different enacted practices have shaped the team’s life-world exposing its social and ethical imaginations These formed “a multi-dimensional space in which a variety of writings blend and clash” (Sarup 1996: 25) On the one side, they ‘adhere to’ and, on the other, ‘break free’ from instrumental rationality as conventionally understood in the case of project teams In this sense, “if identity is always somehow constrained by imaginative forms, it is also freed by them we are not necessarily restricted in terms of such cultural imagination of social circumstances” (Frith 1996: 122) This then has been a team narrative highlighting the complexity of the ongoing social space This implies that if a ‘team feeling’ was not achieved, individual narrative performance enlightened us about many ways in which it On Belonging and Being Professional: In Pursuit of an Ethics of Sharing in Project Teams 231 was experienced and ideologically conceived Therefore, readings of the narratives can be placed as “the desire and capacity of individuals and groups to negotiate new forms of belonging – many of which are disconnected from more familiar attachments to territory, geography, or polity” (Croucher 2004: 35-36) The team’s narratives raise two fundamental questions One concerns the way in which we understand belonging The other question concerns collective action and group agency, and how a new ‘ethics of responsibility’ could look like to make solidarity possible, when there is no shared feeling of belonging In either case, implications need to be addressed Firstly, the narratives point to the relevance of “the freedom not to belong as the right to withdraw from one’s constituted identity in order to form a new one, and the freedom not to be represented” (Melucci and Avritzer 2000: 507) Such possibility of identity construction undermines any unitary view of belonging as so often put forward in conventional views of team effectiveness We may therefore benefit from Agamben’s radical idea of a collectivity that can be seen as “being whose community is mediated not by any condition of belonging nor by the simple absence of conditions but by belonging itself” (1993: 85) Following Agamben’s reasoning, and ‘translating’ the idea to the case of project teams, team members would not have to share specific properties or understandings, nor would a unitary ‘team feeling’ be necessary to act effectively as a group Considering individuals in a team working and living together is sufficient for speaking about belonging Thus, what ‘counts’ is the existence of a relationship to the team itself Secondly, we need to reconsider the links between belonging and (group) agency The narratives as outlined in this chapter shift our attention from the question of identity or ‘who we are’ to contemplate ‘what we are doing together’ and ‘how we are relating to each other’ Therefore, agency is not located solely ‘in the team’ or in a conceived space of dominant project management practice “Agency is the product of diagrams of mobility and placement which define or map the possibilities of where and how specific vectors of influence can stop and be placed Such places are temporary points of belonging and identification, of orientation and installation, they are always contextually defined.” (Grossberg 1996: 102) The narratives have pointed to how those temporary ‘orientations and installations’ could look like The kind of responsibility evoked in the team is far removed from the conventional notion of group behavioural norms for cooperation that stress consensus in cognitive terms Firstly, the rights and duties and the sense of entitlement always have an affective and embodied dimension as in this team; 232 Manuela Nocker emotions were heightened Secondly, those rights and duties require mutual recognition besides having to be negotiated among participants The related ethics would be closer to what Flyvbjerg (2001: 2) described based on Aristotle’s virtue of practical wisdom or phronesis as “the judgment and decisions made in the manner of a virtuoso social and political actor” It entails intuitive knowledge in deciding about what is ‘good or bad’ in the situation based on experience without using formal procedures or rules Following Aristotle, only someone with a ‘good character’ would be able to make sound judgments Yet, the narratives in this study invite us to be cautious Social actors as ‘virtuosi’ may inspire behaviour, but this kind of excellence can be difficult to achieve when fragmentation and ambiguity co-exist alongside the pull of inertia of habitual practice in organisations In this sense, the narratives certainly suggest the need for a refined ethical-aesthetical understanding of knowing Aesthetic knowledge implies an awareness that is both intuitive and emphatic (Strati 2000) Attuning to such ‘ethics of aesthetics’ highlights how expressions of people are enacted through collective identifications in everyday life (Maffesoli 1996) It calls for more attention towards “spontaneously responsive relations to others and otherness” (Shotter 2005: 115) through the interactions and ways to generate different ways to know, to belong and live together in context Overall, the approach proposed here resonates with a thinking of a team as a community that is itself an ongoing project in which the sense of belonging is never fully attained “Incompletion is its ‘principle’” (Nancy 1991: 71) The ontological primacy of sharing creates a space of community However, the latter cannot be taken for granted, while it is always the place of ethics, politics and responsibility The concluding section presented next attempts to make sense of main implications for re-thinking today’s project management practice in terms of a lived ethical space of collective action Conclusion This chapter contributes empirically to advance an ethics of belonging and responsibility where identities, values and modes of dwelling in projects not appeal to some external criterion imposed upon teams or any virtuous individual self-development Taking such an approach seriously has deep implications for re-thinking the current dominant practice of project management First, narratives in this chapter reveal the need to make sense collectively of how standards of project management practice are inter-related with issues of On Belonging and Being Professional: In Pursuit of an Ethics of Sharing in Project Teams 233 belonging It shows how a strong view of professional project management standards, such as put forward at the onset of projects by established, global management consulting firms, may, paradoxically, become an obstacle for teams to being effective Rather, it will be important that leaders, project-managers and teams learn that belonging originates from enacted team experiences, on-going negotiations as much as through forms of imagination about possible spaces to inhabit together Second, there is a need to reflect upon the nature of the ethics being practiced and shared in the lived social space Crucially, different forms of imagination and desire always are value-laden and highly contextualised In this sense, only an attention towards a lived ethics that is sufficiently reflected upon together, not just individually, can stimulate the necessary learning of ‘how to be professional’ in an emergent situation This insight points to the importance of practical wisdom understood as an embodied and processual knowledge and unfolding practice that is fundamentally inter-relational (Küpers 2015) Such knowledge can neither be imposed, nor designed a-priori and will require acknowledging the open-ended nature of legitimate practice and of the on-going validation of identities in projects Third, effective project-management may require un-learning habitual professional practice This un-learning is tied up with ongoing dis-identifications and allegiances to particular groups or stakeholders Yet, the ‘suspending’ of often pre-mature closure to ongoing situations can allow a relevant shift to take place in the team’s mind-sets, in necessary project action as well as in the conversations forging more ethical spaces of belonging This is similar to the notion of open communicative spaces (Wicks and Reason, 2009) enhancing exchanges in the team through the active promotion of diverse views as much as the acceptance of differently lived emotions (Newton and Goodman, 2009) In conclusion, the approach proposed here fundamentally shifts our perspective on project-management Taking a view of a project’s social space that is no longer about the mere succession of milestones to achieve, means considering it as a process that is always unfolding, ‘heterogeneous and becoming’ (Tsoukas and Chia 2002: 866) The nature of such becoming is not predictable The narratives in this chapter especially point to the role and legitimacy of collectively improvising ‘a way forward’ Similarly to travelling, project tools and plans (the maps) may not provide us with a sense of orientation and can be contested; they certainly not represent our experience of movement ‘Wayfinding’ (Ingold 2000) presupposes that we orient ourselves through fine-tuning to our immediate environment with all our senses We thus come to know our shared life-world and the adequacy of any actions while we ‘move along’ the project In itself, however, even a more subtle movement 234 Manuela Nocker would not be enough for an ethics of sharing to become fully possible It necessitates that we mutually recognize responses and shifts taking place in others, in the project and in ourselves Only this kind of renewed recognition will allow for the possibility of a genuine re-orientation of project-management practice, both as conceived and experienced ‘Finding our way’ in projects cannot be just a 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Neuorientierungen in den Kulturwissenschaften” (Rowohlt, 2014 [2006]), revised English edition “Cultural Turns: New Orientations in the Study of Culture.” (De Gruyter, 2016); her edited volumes are: “The Trans/National Study of Culture: A Translational Perspective” (De Gruyter, 2014); the special issue “The Translational Turn“ of the journal “Translation Studies” (2009); “Kultur als Text: Die anthropologische Wende in der Literaturwissenschaft” (Francke, 2004 [1996]) and „Übersetzung als Repräsentation fremder Kulturen“ (Erich Schmidt, 1997) She serves on the editorial board of “Translation Studies” (since 2008) Björn Bohnenkamp is Professor of Marketing and Consumer Culture at Karlshochschule International University Prior to joining Karlshochschule in 2014, he was a worked as a research assistant for Bauhaus-University Weimar and Marketing Center Münster with a research focus in media success factors and media consumption patterns Björn holds a doctoral degree in Media Studies from the University of Cologne and has been a Visiting Student Research Collaborator at Princeton University His current research includes consumer culture theory, marketing theory, generation studies and digital media Małgorzata Ćwikła is research assistant at the Jagiellonian University in Krakow 2014 she defended her PhD thesis about management of cultural projects 2016 together with Beata Jałocha she received Emerald Literati Award for Excellence for the article "Unspread wings Why cultural projects don’t provide refreshing ideas for project management although they could?", published in "International Journal of Managing Projects in Business" She worked as curator and producer of cultural projects at several Polish and German theatres 2008-2009 she was a scholarship holder in the program Cultural © Springer Fachmedien Wiesbaden GmbH 2017 W Küpers et al (Hrsg.), ReThinking Management, Management – Culture – Interpretation, DOI 10.1007/978-3-658-16983-1 238 Notes on Contributors Managers from Central and Eastern Europe run by the Robert Bosch Stiftung 2010 she worked as an intern at the Polish Embassy in Sarajevo Main fields of research: cultural management, project management, contemporary performing arts, future of management Thomas Fundneider is founder and Managing Director of theLivingCore and holds an MBA (general management) He draws from a wealth of experience as manager of a number of multi-stakeholder projects By introducing innovative and entrepreneurial concepts to the working and thinking of organizations, he made a lasting impact on our clients Thomas focuses on the crucial details that often make the difference for the whole He is a board member of PDMA Austria as well as Bertalanffy Center for the Study of Systems Science, and lectures at several European universities Johan Kolsteeg graduated as a musicologist and is currently an arts management researcher and teacher at Groningen University He worked in the world of international contemporary music and broadcasting as a programmer and manager His main research interests are transnational cultural leadership and arts communication Wendelin Küpers is Professor for Strategic Leadership and Organization Studies at Karlshochschule International University Combining a phenomenological and cross-disciplinary orientation, his research focuses on embodied, emotional and creative, respectively transformational dimensions in relation to more responsive forms of organizing and managing Furthermore, his research focuses on integrating artful and aesthetic dimensions of praxis and practical wisdom for a more sustainable leadership and organization theory and practice Subsequent to his study and PhD at Witten/Herdecke University and postdoctoral studies at St Gallen University, he has been affiliated with various universities in Europe and New Zealand He is co-editor of the book series with Routledge on practical wisdom in organization and leadership Siglinde Lang is Senior Scientist in the program area “Contemporary Art & Cultural Production” at the focus area “Wissenschaft & Kunst/Humanities & Art” (University Salzburg/Mozarteum, Austria) Prior to her academic career, Lang worked as an arts manager and consultant for several years These experiences sparked her interest in research questions that combine artistic and cultural practices with theories of cultural meaning production In 2014 she was visiting professor at the University of Applied Sciences Calw (Germany) Recent publications include Participatory Arts Management (Transcript, 2015), Artists as Entrepreneurs (Mandelbaum, 2015), and Arts in rural areas (Mandelbaum, Notes on Contributors 239 2016) Lang is co-editor of the E-Journal www.p-art-icipate.net Temporarily she still works as an arts manager; currently she is the director (together with Sandra Chatterjee) of the art-festival `7hoch2´ in Salzburg Manuela Nocker is Senior Lecturer in Organisation and Sustainability at The University of Essex Business School at the Southend Campus She has studied Work and Organisational Psychology in Padova/Italy and was awarded a PhD in Organisational Psychology from the London School of Economics In her research she is interested in qualitative approaches, especially ethnography and the narrative approach to introduce a critical approach in the study of project team practice, belonging and identity construction She has been and is a member of different public boards, including institutions in the areas of education, research and innovation Manuela has worked as careers adviser, trainer and management consultant prior to becoming an academic in 2006 She is editor of the Journal of Organisational Ethnography and an active member of the organising committee of the Annual Liverpool University Ethnography Symposium Markus F Peschl is professor for Cognitive Science and Philosophy of Science at the University of Vienna His focus of research is on the question of knowledge (creation/innovation, construction, and representation) in various contexts Currently he is working in the field of radical innovation where he developed the concepts of Emergent Innovation and Enabling Spaces that have been applied successfully in several industry projects Markus Peschl has published books and more than 130 papers in international journals and collections Irma Rybnikova has a bio with several “turns”: After her graduation in psychology, Irma Rybnikova turned to business and administration studies for her dissertation in personnel management, especially atypical work force and interim management Afterwards, she turned to organizational sociology; at the chair for organization studies (TU Chemnitz) she is preparing her habilitation on solidarity, resistance and participation in organizations After publishing on solidarity of atypical work force, facades of participation in local government institutions or current leadership theories (“Aktuelle Führungstheorien und -konzepte”, GablerSpringer, 2014, together with Rainhart Lang), she got increasingly interested in cultural issues of managerial doing; her recent research field are elaborations of critical potential of cultural-anthropological perspective on management Silke Schmidt is a postdoctoral fellow at the University of Marburg and a lecturer at the University of Giessen In 2013, she completed her Ph.D in American Studies with an interdisciplinary dissertation on contemporary Arab American life writing and media framing Her research stays and talks led her to 240 Notes on Contributors the U.S., the Middle East, and Asia Schmidt also worked in public relations, higher education management, and business strategy consulting Her current research focuses on diversity management, business education, design thinking, positive psychology, and transdisciplinary dialogue Her second book project aims at bridging the disciplinary gap between the humanities and business studies by tracing the history of management theory and practice in the U.S from a diversity management perspective Schmidt continues to work as a consultant and career coach in organizations of higher education She is also active in the promotion of women in leadership positions and the development of mentoring programs Stephan Sonnenburg is Professor for Branding, Creativity and Performative Management at the Karlshochschule International University His academic background is not straight-lined as he has toggled between university and industry over the years Apart from academia, Stephan has worked as a strategic brand planner, creativity enabler and management consultant He has broad research interests in the field of creativity, innovation, marketing, branding and management within which he examines its performative and transformative potential Recent publications include “Touring Consumption” (Springer VS, 2015), “Branded Spaces: Experience Enactments and Entanglements” (Springer VS, 2013) and “Brand Performances in Social Media“ (Journal of Interactive Marketing, 2012) Christian Stiegler is currently College Director and Researcher at the College of Business, Arts and Social Sciences at Brunel University London, UK He is working in the fields of media and creative industries, immersion and virtual reality Previously he has been Professor of Media Management, Consumer Culture and New Media at Karlshochschule International University in Karlsruhe, Germany and visiting lecturer at University of Vienna, Paris-Lodron University Salzburg and Newman University Birmingham After his PhD at University of Cambridge, UK he has been working as a producer and journalist for BBC, ORF, 3Sat among others and as a consultant for format development and immersive content strategies He has been awarded for excellent academic performance and research with the Research Fellowship of the Theodor-Körner Award (2008), Fellowship for Excellence (2007) and 4x Fellowship for Academic Achievements Recent publications include "New Media Culture: Mediale Phänomene der Netzkultur" (transcript, 2015) Notes on Contributors 241 Dirk Nicolas Wagner is Professor of Strategic Management at Karlshochschule International University and Managing Director of the Karlshochschule Management Institute GmbH Prior to joining Karlshochschule, he served in various senior management positions in the Technical Services Industry in Europe His professional background includes major projects, restructuring, turnaround, M&A but also topics like corporate re-branding and business development Dirk holds a doctoral degree in Economics and Social Sciences from the University of Fribourg (CH) As a British Chevening Scholar he obtained a MBA from Royal Holloway University of London His academic areas of interest include strategic and project management as well as questions of economic order, particularly for man and machine Martin Zierold holds the professorship for Arts Management and Cultural Studies at Karlshochschule International University He is a member of the board of the German Association for Arts Management and has been awarded an Adjunct Professorship for Organisational Theory and Change Management at the Institute for Arts and Media Management, University of Theatre and Music in Hamburg Prior to this, he was the Academic Manager and a Principal Investigator of the International Graduate Centre for the Study of Culture (GCSC) at Justus-Liebig University in Giessen, Germany Further professional expertise includes the fields of arts management, coaching, journalism and consulting Academic areas of research include cultural and social theory and arts and research management ... impacts of the cultural turns on a new understanding and practice of management But in the end, it probes the limits of management by asking: Are cultural turns themselves manageable at all? Management. .. begin to answer these questions, we explore the impact of culture and cultural turns Cultural turns and the problem of culturalism Cultural turns have been around for some time What started with... ReThinking Management Perspectives and Impacts of Cultural Turns and Beyond Editors Wendelin Küpers Karlsruhe, Germany Martin Zierold Karlsruhe, Germany Stephan Sonnenburg Karlsruhe, Germany Management