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The purpose of this paper is to focus on the possibilities of autoethnography as a commitment to care and a social justice agenda (Denzin, 2014:p. x).

Autoethnography can be seen as a “methodology that allows us to examine how the private troubles of individuals are connected to public issues and to public responses to these troubles” (Mills, 1959, cited in Denzin, 2014). This resonates strongly with the field of study: political care ethics, as the main focus is on how to promote a caring society. “Care” might be conceived broadly as everything the authors do to maintain and repair the world; i.e., as a social praxis.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.” In this paper, the authors will thus explore the promises and pitfalls of autoethnography for a caring society, by connecting insights from theories on political care ethics and qualitative inquiry with the own autoethnographic performance at the International Conference on Qualitative Inquiry in May 2015.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.”

The purpose of this study is to provide a critical analysis of contemporary Lean leadership in the context of a healthcare practice. The Lean leadership model supports professionals with a leading role in implementing Lean. This article presents a case study focusing specifically on leadership behaviours and issues that were experienced, observed and reported in a Dutch university medical centre.

This ethnographic case study provides auto-ethnographic accounts based on experiences, participant observation, interviews and document analysis.

Characteristics of Lean leadership were identified to establish an understanding of how to achieve successful Lean transformation. This study emphasizes the importance for Lean leaders to go to the gemba, to see the situation for one’s own self, empower health-care employees and be modest. All of these are critical attributes in defining the Lean leadership mindset.

In this case study, Lean leadership is specifically related to healthcare, but certain common leadership characteristics are relevant across all fields. This article shows the value of an auto-ethnographic view on management learning for the analysis of Lean leadership. The knowledge acquired through this research is based on the first author’s experiences in fulfilling his role as a health-care leader. This may help the reader examining his/her own role and reflecting on what matters most in the field of Lean leadership.

The purpose of this paper is to make a case for the strength of qualitative work, but more specifically for various kinds of ethnographies.

The authors argue that global neoliberal and audit culture policies have crept into academic research, tertiary education practice, and research culture.

The authors then discuss major tenets of and make the case for the use of auto-, duo-, and collaborative-ethnographies as caring practices and research method(ologies) that may in fact push back against such hegemonic neoliberal practices in the academy. Finally, the authors link these caring types of ethnographies to the papers within this special issue.

This is an original look at the concepts of auto-, duo-, and collaborative-ethnographies with relation to caring practices.