Professional Documents
Culture Documents
Dr Rory Ridley-Duff
Sheffield Business School (at Sheffield Hallam University)
• First Applications
– Relationships as ends, not means
– Social rationality as governance theory
– Social rationality and social capital
• Communitarian (Collectivism)
– Common interests, shared goals (Tam, 1999)
– Individual as socially embedded and controlled
– Focus on responsibility for others (Starrat, 2001)
Conceptual Origins
• Unitarist (Consensus)
– Establish and follow „best practice‟
– Scientific universal truths (Lutz, 2000)
– Unitary authority (conflict seen as “irrational”)
• Pluralist (Diversity)
– Duplication / competition
– Emergent truths and (competing) practices (Morgan, 1986)
– Devolved authority (conflict seen as “inevitable”)
Philosophies of Governance
Society served by… Unitary Pluralism
1. Governance by a 3. Accommodation of
sovereign, rules created to individual conflict, legal and
impose social order, democratic rights, and
Individualism allocation of property, market economics.
adjudicate conflicts between
subjects.
(Hobbes, Skoble) (Rawls, Friedman)
2. Governance by an elite, 4. Accommodation of
rules embody shared values, individual and collective
collective property, elite conflict, participatory
Communitarianism adjudicates conflicts decision-making, direct
according to collective democracy.
interests.
(Weber, Keynes) (Habermas, Nové)
Paradox Perspective
Cornforth, 2004
Stewardship Theory Stakeholder Theory
Collectivised Hegemony Theory "Multi-Paradigm“
Rights "Partnership" “Closed Loop”
• Critical Ethnography
– Descriptive, sensitising (Hammersley, Van Maanen)
– Critical, emancipatory (Agar, Thomas, Dey)
– Goal: alternative „plausible‟ reality / „authentic‟ theory
• Grounded Theory
– Inductive and grounded in data (Glaser and Strauss)
– Existing theory to sensitise reader/researcher (Locke)
– Goal: development of a „sensitising core concept‟
Was the methodology robust?
Based on: Ridley-Duff, R. J. (2005) Communitarian Perspectives on Corporate Governance, PhD Thesis, Sheffield:
Sheffield Hallam University, Tables, 4.2, 4.3 and 4.5 , http://www.scribd.com/doc/3271344/
Relationships as ends, not means
• Relationship dynamics
– People adopt (un)intentional strategies….
• To give/get attention (social domain)
• To give/get assistance (economic domain)
• Identity formation…
– … social aspirations / dependencies (reproductive role)
– … economic aspirations / dependencies (wealth creating role)
Relationships as ends, not means
Economic Social
Rationality Rationality
I
Intellectual Material N Information Emotion
T
Assistance I Attention
M
A
C
Physical Access
Y
Social rationality as governance theory
Attention (Social Domain)
Access Information Emotion
Desire for intimacy Incentive to (dis)agree
Economic Social
Potential Rationality Rationality Potential
Efficiencies Effectiveness
Ability to satisfy
economic and social
goals
Theoretical Problem Areas
• Contradictions
– Men and women found at both top and bottom of social hierarchies
– …and class does not explain the data…
• Organisation Structures…
– Reflect relationship aspirations / commitments
– Reflect the relationships people are prepared to defend
– Facilitates (hidden) development of emotional commitments
– Social Rationality
(Not) Trading access to people, information and emotions…
…with the goal of strengthening (or disrupting) a relationship.
• Socio-Economics
– Etzioni (1988) – Normative/Affective Paradigm
– Hearn and Parkin (1987) – Sexuality at Work
– Lutz (2000) – Socio-economic theory and communitarianism
Social rationality as a theory of attraction
Ridley-Duff (2008) Gender, Courtship and Pay Equality: Developing Attraction Theory to
Understand Work-Life Balance and Entrepreneurial Activity, paper to
31st ISBE Conference, Belfast, November 5 – 7th, p. 8
Socially rational view of economic life
Social Life Economic Life
Male Male
Human Reproduction
Female
Male
Underclass (No paid work / illegal trading) Dispossesed No Caring Role
Impacts on entrepreneurship?
60%
50%
10%
0%
All
All
Women
Women
Men
Men
Early Stage Established
•
GEM 2007 Report on Women and Entrepreneurship (data for women's enterprises)
GEM 2006 Global Monitor (data for all enterprises)
Some Interpretations
• Women are roughly twice as likely to establish consumer
(customer-facing, service-based) businesses
Ridley-Duff (2008) Gender, Courtship and Pay Equality: Developing Attraction Theory to
Understand Work-Life Balance and Entrepreneurial Activity, paper to
31st ISBE Conference, Belfast, November 5 – 7th
Some Implications
• "By defining social power in a way that bridges the spectrum of
work-life issues, it is possible to interpret the academic literature
in new ways…By recognising that women dominate some forms
of power, we can understand that some jobs empower women
(through the promotion of interpersonal contact and emotional
well-being) and that they will not trade these for different jobs
that do nothing to increase their attractiveness. Men, on the
other hand, will trade these forms of power because higher pay
increases their attractiveness.“
Ridley-Duff (2008) Gender, Courtship and Pay Equality: Developing Attraction Theory to
Understand Work-Life Balance and Entrepreneurial Activity, paper to
31st ISBE Conference, Belfast, November 5 – 7th, p. 12
Social rationality as performance
• "Delegates and interviewees consistently raised the need to define
performance, both in individual and organisational terms. The
study finds that delegates have widely varied conceptions of
performance, ranging from 'meeting organisational targets', to
'meeting self-defined goals', to 'qualitative changes in reasoning
and conduct', to 'maintaining the motivation to work effectively', to
'positive attitudes towards learning'. Attitudes can be divided into
those with a focus on economic performance (tasks) and social
performance (resolving relationship issues).“
Ridley-Duff, R. J. (2009) Coaching for Performance: Evaluation Report for Nottinghamshire NHS
County, Sheffield Business School, Centre for Individual and Organisational Development, p. 2.
Social rationality as performance
“It’s not about efficiency, not about tasks, it is about being effective…and
personal happiness and goals and things. If people aren’t happy, they don’t
perform. It could be their dog is ill, or something to do with the
organisation. It feels that if they have somewhere to go to talk about what
is troubling them, to move on from that, to move on more quickly, they’ll
start performing again. Happiness is the key to it all for me. Sounds a bit
on the hippy side, but there you are.”
Ridley-Duff, R. J. (2009) Coaching for Performance: Evaluation Report for Nottinghamshire NHS
County, Sheffield Business School, Centre for Individual and Organisational Development.
Social rationality as relationship performance
Social Performance (social rationality) - “developing a community of interest”
Skills in getting and giving attention in order to form, develop, maintain and end
relationships.