It's our honor and pleasure to inform you that we have just published a
new issue of M@n@gement.
This is a special issue on "Careers and New Science". The guest editors
are Allan Bird, Hugh P. Gunz, and Michael B. Arthur.
You will find below the abstracts. To download the full text of the
articles, just point your browser at:
<http://www.dmsp.dauphine.fr/management/>
http://www.dmsp.dauphine.fr/management/
Enjoy!
Cordially,
Martin Evans and Bernard Forgues, Co-Editors
Bird, Allan, Hugh P. Gunz, and Michael B. Arthur 2002
Careers in a Complex World: The Search for New Perspectives from the
"New Science", M@n@gement, 5(1): 1-14.
Abstract: The papers that comprise this Special Issue represent a
variety of attempts at exploring the potential contributions to careers
scholarship that might emerge from applying concepts and models from the
so-called "new sciences," a term widely used to denote a large area of
enquiry in the physical and complexity sciences. This article introduces
the special issue. It explains its origins, and defines the territory
that it covers, specifically, the kinds of career on which the articles
focus, the meaning of the term "new science," and the kind of
connections that we believe can be made between the two. Finally, we
briefly introduce each of the papers in the Special Issue.
Baruch, Yehuda 2002
Developing Career Theory Based on "New Science": A Futile Exercise? The
Devil's Advocate Commentary, M@n@gement, 5(1): 15-21.
Abstract: While admiring the plausible attempt of developing career
theory further, via New Science ideas and framework, I argue that career
theory should first start with establishing a career theory based on the
behavioral and management sciences. I suggest caution when transforming
ideas that may fit minerals and plants into the realm of human thinking,
feeling, and behaving.In particular, career theory should reflect the
changing nature of socio-economic systems and work environments, and
these may not be best reflected in New Science concepts.
Gunz, Hugh P., Allan Bird, and Michael B. Arthur 2002
Response to Baruch: We Weren't Seeking Canonization, Just a Hearing,
M@n@gement, 5(1): 23-29.
Abstract: We respond to the points raised by Baruch in his critique of
our introduction. We believe the critique is helpful because it directs
our attention to some important questions that need addressing when
applying ideas from one branch of science to another. We argue that
there is value in looking elsewhere for ideas, provided that it is done
carefully and with rigour.
Lichtenstein, Benyamin M. Bergmann, John R. Ogilvie, and Mark Mendenhall
2002
Non-Linear Dynamics in Entrepreneurial and Management Careers,
M@n@gement, 5(1): 31-47.
Abstract: Dramatic changes in 21st century careers have generated the
need for a new set of theoretical lenses that view careers in a more
dynamic, fluid way. Several characteristics of this new complexity lens
that directly apply to dynamic career systems include discontinuities in
career progression, non-proportionality of effects of effort, sensitive
dependence on initial conditions, viewing a system in terms of
constraints and triggers for change, and the impact of mutual causality
of structural emergence. Two extensive case studies are presented and
explained using these concepts, providing an expanded understanding of
careers in management and in entrepreneurship.
Drodge, Edward N. 2002
Career Counseling at the Confluence of Complexity Science and New
Career, M@n@gement, 5(1): 49-62.
Abstract: The complexity science metaphor provides an opportunity for
imaginative innovations in the field of career counseling. Chaos,
complexity, and self-organization are particularly important in light of
the demands placed on individuals confronting the "new career" culture.
This article describes the key conceptual structures of the complexity
science metaphor for counseling, in general, and elaborates on the
connections between those conceptual structures for the field of career
counseling practice and theory at the dawn of the new career era.
Gunz, Hugh P., Benyamin M. Bergmann Lichtenstein, and Rebecca G. Long
2002
Self-Organization in Career Systems: A View from Complexity Science,
M@n@gement, 5(1): 63-88.
Abstract: This paper seeks to understand the dynamics of career systems
by exploring how the study of other complex systems can shed light on
the complex careers that are becoming increasingly the norm. We begin by
defining career systems as a set of work roles and the influx of people
occupying those roles, within an organization or in "boundaryless"
industries. Then, we explain numerous patterns in career systems
--described as "self-organization"-- through rigorous metaphors drawn
from studies of "self-organized criticality" (Bak, 1995) and adaptation
in interconnected networks (Kauffman, 1993). Implications for strategic
human resource management and careers research are identified.
Chakrabarti, Indranil, and Sheila R. Chakrabarti 2002
Have We Been Too Successful in Making Corporations Organism-Like?,
M@n@gement, 5(1): 89-104.
Abstract: This paper questions the persistent prescription, which has
now also received a fillip from "new science", for corporations to be
more like organisms, especially in response to turbulence in the
business environment such as exists in present times. We contend that
another outcome of the prevailing turbulence, the trend towards the
organizational career being outmoded, is particularly ironic because the
organizational career, we argue, has been the organizing device that
helps corporations become organism-like and more. It has done so in
three significant ways: in developing the capacity to outlive their
constituent individuals, just as multi-cellular organisms outlive their
cells; in developing purposefulness-- the capacity to choose and set
goals of one's own accord; and in developing even higher flexibility
than organisms. Finally, alluding to misgivings about prospective
organism-like physical artifacts, the paper suggests deeper studies on
the social artifact, the corporation, as being already too
organism-like.
Parker, Polly, and Michael B. Arthur 2002
Bringing "New Science" into Careers Research, M@n@gement, 5(1): 105-125.
Abstract: This paper reflects on the first author's attempts to adapt
traditional social science methods to her own purpose. The research
involved developing a methodology to explore the subjective career,
concerned with people's internal, self-referential views of their
unfolding career experiences. The paper describes a series of problems
encountered along the way, stemming directly or indirectly from the
rigidity of traditional science assumptions. In contrast, the authors
find encouragement in contemporary ideas about "new science," and its
imagery of a self-organizing, non-linear and interdependent world. The
journey leads to philosopher Paul Cilliers' principles of complex social
systems, which provide an alternative, and more affirming, platform for
the kind of research undertaken.
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M@n@gement: A double-blind reviewed journal where articles are
published in their original language as soon as they have been accepted.
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