The invisible administrator

Abstract

Purpose

The purpose of this paper is to argue that intersubjective experiences, governed by various dimensions of space, and induced actions are invaluable to invisible public administrators. Knowledge of these experiences holds the keys to good public administration practice and theory building.

Design/methodology/approach

This paper seeks to establish various dimensions for cultivating space in public organizations. These dimensions are related to intersubjective experiences.

Findings

The development and refining of methods, including reflection, reflexivity, hermeneutics, and dialectics, to enrich intersubjective experiences, is found to be essential.

Practical implications

As organizational realities change, the administrative understandings of intersubjective experiences will have to evolve.

Originality/value

Knowledge of the invisible administrator and intersubjective experiences has not been accorded enough research importance.

Citation

Herzog, R. (2012), "The invisible administrator", Journal of Management Development, Vol. 31 No. 6, pp. 594-602. https://doi.org/10.1108/02621711211230885