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Book part
Publication date: 16 October 2013

Michael A. Katovich

In this chapter I attempt to merge Athens’ conception of domination as a complex interactionist concept with Goffman’s notion of demeanor and deference as lynchpins of…

Abstract

In this chapter I attempt to merge Athens’ conception of domination as a complex interactionist concept with Goffman’s notion of demeanor and deference as lynchpins of dramaturgical analysis. I ground the merger in an analysis of metaphorical duel between a superordinate and subordinate in the TV show Mad Men. The examination of this metaphorical dual also implies a connection between a radical interactionism as defined by Athens and a radical dramaturgy informed by Athens’ conception of domination. In particular, I propose an examination of civil domination within institutionalized settings in which use of shared pasts and concomitant acts of demeanor and deference enhance the construction of domination between superordinates and subordinates. The fictional representation of a metaphorical duel in the television show Mad Men depicts a struggle for control in which the superordinate demands that a willful subordinate sign a contract which will bind the subordinate to a particular place for an extended period of time. The examination of events leading to signing reveals a complex weave of social acts that combines the force of domination with the artistry of demeanor and deference.

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Radical Interactionism on the Rise
Type: Book
ISBN: 978-1-78190-785-6

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Book part
Publication date: 11 July 2017

Karen A. Johnson

Anna Julia Cooper and Septima Poinsette Clark were two prominent late 19th- and early 20th-century educators. Cooper and Clark taught African American students in federally…

Abstract

Anna Julia Cooper and Septima Poinsette Clark were two prominent late 19th- and early 20th-century educators. Cooper and Clark taught African American students in federally sanctioned, segregated schools in the South. Drawing on womanist thought as a theoretical lens, this chapter argues that Cooper and Clark’s intellectual thoughts on race, racism, education, and pedagogy informed their teaching practices. Influenced by their socio-cultural, historical, familial, and education, they implemented antioppressionist pedagogical practices as a way to empower their students and address the educational inequalities their students were subjected to in a highly racialized, violent, and repressive social order. Historical African American women educators’ social critiques on race and racism are rarely examined, particularly as they pertain to how their critiques influence their teaching practices. Cooper and Clark’s critiques about race and racism are pertinent to the story of education and racial empowerment during the Jim Crow era.

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Book part
Publication date: 7 November 2017

Anna Pistoni and Lucrezia Songini

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Servitization Strategy and Managerial Control
Type: Book
ISBN: 978-1-78714-845-1

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Book part
Publication date: 19 December 2016

Radha R. Sharma and Sir Cary Cooper

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Executive Burnout
Type: Book
ISBN: 978-1-78635-285-9

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Article
Publication date: 1 March 2012

Lois McFadyen Christensen

Dr. Anna Julia Cooper was an early, radical educational pioneer who asked why African Americans were perceived as problematic to society and subjected to economic biases (Berry…

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Abstract

Dr. Anna Julia Cooper was an early, radical educational pioneer who asked why African Americans were perceived as problematic to society and subjected to economic biases (Berry, 2006; May, 2007) Her life spanned the period of the Civil War to the dawn of the Civil Rights Movement ,. Reflecting on the Dred Scott decision of 1850 further solidified Coopers mindset about dominant, powerful Caucasian men. Coopers economic views are examined through legislation continuously tolerating African Americans as economic property for profit, the underemployment of African-American women, women as economically oppressed, and the institutionalization of racism in churches and education which contributed to the success of industry.

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Social Studies Research and Practice, vol. 7 no. 1
Type: Research Article
ISSN: 1933-5415

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Book part
Publication date: 8 May 2018

Aitziber Arregi Uzuriaga, Fred Freundlich and Monica Gago

To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.A questionnaire was…

Abstract

To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.

A questionnaire was administered with a sample of 123 people from a Mondragon cooperative firm, ULMA Architectural Solutions, and responses were analyzed using principal components’ analysis and regression techniques.

Two factors are found to play especially important roles in explaining perceptions: (1) work and management/supervisory practices, especially those relating to communication and participation in decisions in respondents’ immediate work area, and (2) job type (blue collar vs. white collar).

The study confirms earlier research on the broad centrality of participation and related practices to perceptions of work and the organization in employee ownership settings, while findings focus on the immediate work environment and relationships with immediate managers for blue-collar workers.

These are closely related to the research implications, underlining the importance to worker-owners, in manufacturing contexts, of communication and involvement in decisions in their immediate work environment.

Widespread concerns about inequality, poor working conditions, and competitiveness suggest the importance of investigating enterprises with broadly shared capital ownership, enterprises that tend to address these concerns.

The chapter reinforces the fundamental roles of information-sharing and participation in enterprises with shared ownership, while making key distinctions between shopfloor and office workers experiences and perceptions.

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Employee Ownership and Employee Involvement at Work: Case Studies
Type: Book
ISBN: 978-1-78714-520-7

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Case study
Publication date: 15 June 2021

Pai-Ling Yin and Benjamin Rostoker

MBA, advanced undergrad, entrepreneurship and technology commercialization classes.

Abstract

Study level/applicability

MBA, advanced undergrad, entrepreneurship and technology commercialization classes.

Subject area

Entrepreneurial diversity, equity and inclusion, medical device innovation, and models of business accelerators.

Case overview

The first half of the case explores Kathryne Coopers professional and personal journey and the ways her life experiences inform the goals she helps set for The West Coast Consortium for Technology & Innovation in Pediatrics (CTIP). As an African-American woman codirector of a medical device accelerator focused on the pediatric market, Cooper was acutely aware of the lack of diversity in the tech industry. The second half of the case explores the medical device market and the need for organizations such as CTIP. Cooper implemented a revised application process and system to encourage applications from underrepresented minority founders. CTIP was in a unique position to support concept stage products and nontraditional founders. The case concludes with a description of seven companies that have applied to join CTIP’s portfolio. Students are instructed to consider, as Cooper, which companies to support and what type of support to offer.

Expected learning outcomes

Explore the ways personal backgrounds inform leadership positions. Analyze how ventures are evaluated from a grant-funded accelerator (in contrast to an investment-fund accelerator). Examine the wide range of support that nontraditional founders require in the underserved pediatric market.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Social implications

A model to support diversity of gender and race in entrepreneurship.

Subject code

CSS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

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Book part
Publication date: 13 August 2018

Robert L. Dipboye

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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Book part
Publication date: 26 March 2020

Wickham Clayton

With three credited scriptwriters and five credited directors, the 1967 release of Casino Royale saw a gang of multifaceted James Bond 007s facing off against an army of…

Abstract

With three credited scriptwriters and five credited directors, the 1967 release of Casino Royale saw a gang of multifaceted James Bond 007s facing off against an army of beautiful, hypersexualised, personality-less female spies, headed by the real James Bond’s neurotic, insecure, American nephew Jimmy. Perhaps this wasn’t Fleming’s intended storyline for Bond’s first outing at Casino Royale, but the resulting parodic outing absorbed and commented upon some of the inherent gendered archetypes of Fleming’s work. What the 1967 Casino Royale accomplishes is a narrative which contrasts varieties of masculinity which are segmented forms of the masculinity defined by Fleming’s Bond. This chapter compares the masculinity of Bond developed in Fleming’s novel, before examining the representations of masculinity inherent within the four key male characters: Sir James Bond (David Niven), Evelyn Tremble (Peter Sellers), Cooper (Terence Cooper) and Dr Noah/Jimmy Bond (Woody Allen). By showing the depictions of masculine elements each of these characters embodies, along with the metanarrative elements of each performer’s persona, this chapter aims to identify how the 1967 Casino Royale both faithfully depicts the masculine elements of Bond while at the same time satirizing Bond’s particular brand of masculinity. This examination ultimately argues that this segmentation of Bondian masculinity is the core point of cohesion in a deeply incoherent, parodic film adaptation of Fleming’s novel.

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From Blofeld to Moneypenny: Gender in James Bond
Type: Book
ISBN: 978-1-83867-163-1

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Article
Publication date: 18 April 2017

Matthew Fish, William Miller, D’Arcy Becker and Aimee Pernsteiner

The purpose of this paper is to examine the role of organizational culture as a company migrates through a four-stage model for designing a performance measurement system (PMS…

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Abstract

Purpose

The purpose of this paper is to examine the role of organizational culture as a company migrates through a four-stage model for designing a performance measurement system (PMS) focused on customer profitability.

Design/methodology/approach

This is a single-site phenomenological case study, at Growth Spurt Marine Accessories (Growth Spurt), a manufacturing organization headquartered in the USA. Data were collected over a two-year period through interviews with accounting staff, internal company documents and recording observational notes.

Findings

The paper identifies three major factors that prevented Growth Spurt from transitioning its customer profitability analysis (CPA) reporting package through Kaplan and Coopers four-stage model of PMS design: executives exerting their power and spending political capital to prevent implementation without providing rationale, executives believing that the allocation methods were too subjective and executives relying on their own intuition in analyzing customer profitability rather than relying on data. These factors suggest that organizational culture plays an important role in migrating a customer-focused profitability PMS through Kaplan and Coopers four-stage model of PMS system design.

Research limitations/implications

The findings suggest that a PMS focused on customer profitability that does not advance beyond Stage II (financial reporting-driven) may still suit the needs of an organization. Additionally, managers should advocate for a multidisciplinary PMS design and implementation team to minimize potentially adverse effects of organizational culture.

Originality/value

This paper is unique because it applies Kaplan and Coopers four-stage model for PMS design to CPA and it uses a phenomenological case approach to explore impediments to a comprehensive CPA implementation.

Details

Qualitative Research in Accounting & Management, vol. 14 no. 1
Type: Research Article
ISSN: 1176-6093

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