Reimagining Sustainable Organization: Perspectives on Arts, Design, Leadership, Knowledge and Project Management

Preface
Acknowledgements
Contents
List of Figures
List of Tables
1 Introduction: Perspectives on Reimagining Sustainable Organization
	1.1 Introduction: A Wake-Up Call
		1.1.1 Learning with and from Young People
		1.1.2 Pioneering Other, More Knowledge-Based Messages
		1.1.3 Goals and Pillars of Sustainability
	1.2 Conceptual Groundwork
		1.2.1 Green Thinking and the Meanings of “Green”
		1.2.2 Inspirations from Process Philosophy
			1.2.2.1 Some Concepts for Engaging with Possibilities
			1.2.2.2 Imaginative Working with Intrinsic Relations
			1.2.2.3 What Perspectives and Means Can We Explore?
	1.3 A Multi-Perspective Process Thinking
		1.3.1 What is Knowledge—and Relevant Traditions?
		1.3.2 What are Sustainability Ideas Travelling in Emergent Practices?
		1.3.3 Critique
		1.3.4 What is Design Projecting Distinctiveness and Co-creating Meaning?
		1.3.5 Theories of Organizational Integration, Entrepreneuring and Leadership in Collective Action
	1.4 Enlargening—or Shrinking—Sustainability
		1.4.1 The Paradox of Green
	1.5 Conclusions
	References
Part I Facing the Unknown
2 Travelling Leadership Ideas as a Business Virus
	2.1 Introduction
	2.2 The Virus-Inspired Theory
		2.2.1 Summing Up the Fragments of a Proposed General Virus Theory
	2.3 Testing the Virus Through Eight Hypotheses
	2.4 Empirical Methodology
	2.5 Analyses of Scandinavian Travelling Viruses
		2.5.1 Reflection
	2.6 Discussion of Hypotheses
	2.7 Conclusions
		2.7.1 Limitations and Further Research
	References
3 Possibilities and Missing Links in Management Research: What We Do Not Know That We Know
	3.1 Introduction
	3.2 Methodology
	3.3 Findings on Knowledge-itis, Instrument-itis, and Problem-itis
	3.4 The Aspects of the World Studied
	3.5 Scientific Orientations
	3.6 The Dynamics of Paradigms
	3.7 Alternative Concepts
	3.8 Alternative Research Paradigms
	3.9 Conclusive Remarks
	References
Part II Looking for Productive Practices in Real-Life Organization
4 Management as Power and Politics in Projects
	4.1 Introduction
	4.2 A Selective Literature Review
		4.2.1 The Game Concept
		4.2.2 Power
		4.2.3 Micropolitics
		4.2.4 Influence and Persuasion
		4.2.5 The Proposal of a General Theoretical Model
	4.3 Study Methodology
		4.3.1 Data Collection
	4.4 Findings
		4.4.1 Appearance of Power and Micropolitics in Projects
		4.4.2 Active Handling of Power and Micropolitics
		4.4.3 How Are the Findings Related to the Actor’s Intentions
		4.4.4 How Are the Findings Related to Answer the Remaining Research Questions?
	4.5 Conclusions
		4.5.1 Practical Implications
		4.5.2 Limitations and Future Research
	References
5 Understanding Practices Through an Inclusive Philosophy of Experiencing: Insights from Four Art Museums
	5.1 Introduction
	5.2 Theoretical Framing for an Inclusive Knowledge Philosophy
		5.2.1 Deweyan Inclusive Experiential View
		5.2.2 Further Inspirations from Process Philosophy—A Naessian View
	5.3 Methodology and Material
		5.3.1 Methodology
		5.3.2 Cases Explored
	5.4 Findings from Art Practices in Four Nordic Museums
		5.4.1 Five Ways of Building Experiencing with Artworks
	5.5 Discussion
	5.6 Conclusions
		5.6.1 The Importance of Place, Continuous Striving, and Ecological Thinking
		5.6.2 Joy and Pain in Knowledge-Seeking
	References
6 Leading for Eco-Effective Business Design: Co-creating Sustainability Development
	6.1 Introduction
	6.2 Perspectives on Organizational Change
	6.3 Perspectives on Sustainability: Thinking and Tinkering
		6.3.1 Sustainability as Action-Based Practices
		6.3.2 The Roles of Leadership in Sustainable Design
		6.3.3 Reflections on Organization Changes
	6.4 Puzzling Example: A Strategic Design Innovation-Oriented Case
	6.5 Discussion: Short-Sighted or Continued Sustainability Design
		6.5.1 Tinkering and Thinking Are Intertwined
		6.5.2 The Paradoxical Roles of Leadership  in Making Sustainable Design
		6.5.3 Requirements for Successful Proactive Change  and Design Efforts
		6.5.4 On Vision and Mission
	6.6 Conclusions
	References
Part III Advancing Theory and Practice
7 The Future of Knowledge Work: Working Smarter and Greener in the Age of Digitalization
	7.1 Introduction
	7.2 Propositions
	7.3 Study Design and Methodology
	7.4 Corporate Findings for the Future of 2030
		7.4.1 The Scenarios for the Future Less Critical  in the Corona Situation
		7.4.2 Leadership and Organizational Structure
		7.4.3 Societal Usefulness and Market Dynamics
		7.4.4 Networking
	7.5 Imagining the Future Corporate Systems
		7.5.1 The Future as a Part of the Supply Chain
		7.5.2 The Future Workplace
		7.5.3 Education
		7.5.4 Attitudes
		7.5.5 Teamwork
		7.5.6 Less Travelling Working Smarter and Greener
		7.5.7 Organizational Structure and Project Work
		7.5.8 The Pipeline
		7.5.9 The Working Landscape
		7.5.10 Working Greener
		7.5.11 Future Incentive Systems
		7.5.12 Leadership
		7.5.13 Living Greener
	7.6 Discussion
		7.6.1 A Close Eye on the Future
		7.6.2 Potential Integration Through Working with Developing Situations
	7.7 Future Framework
	7.8 Conclusions and the Way Ahead
	References
8 Towards the Dynamic Arts of Reimagining Sustainable Organization
	8.1 Theoretical Introduction
	8.2 The Problem
	8.3 Methodology
	8.4 Modes of Knowing
		8.4.1 Non-Representable Knowing
		8.4.2 Non-Represented Knowing
		8.4.3 Representable Knowing
		8.4.4 Knowing and Non-knowing as a Collective Activity
	8.5 Example: Munch's Art Practices
		8.5.1 Vignette 8.1 The Life Frieze
		8.5.2 Vignette 8.2 The University Paintings
	8.6 Towards the Dynamic Arts of Reimagining
		8.6.1 Opening up for New Assumptions and Models
		8.6.2 Communication, Language, and Metaphors
		8.6.3 Observation and Imitations
		8.6.4 The Pace of Sharing Knowledge: A Proposed Conceptual Framework
	8.7 Conclusions
	References
Index