Mike Zundel

TL;DR: The authors argued that analogies are more effective in the context of additive changes, whereas metaphors are more apt for substitutive changes, and that relational analogies and metaphors are generally more effective for securing support for strategic changes, as opposed to analogies or metaphors that highlight common attributes.

TL;DR: The authors investigates possibilities for reflection when understood from within a world that is practically experienced rather than theoretically contemplated, based on an analysis of space and time in Descartes, and introduces the metaphor of walking around to suggest an alternative understanding of reflection which is sensitive to the worldly immersion and finitude of being and begins to outline implications for management learning.

TL;DR: In this article, the relationship between theory and practice is examined and a view of theorizing as engaged practice is proposed, emphasizing the activities that make up the practice of "theorizing" and thus shifting the focus from reifying separations of distinct realms of 'theory' and 'practice'.

TL;DR: In this paper, the authors scrutinize the reductionist assumptions and processes underlying the fast-evolving domain of organizational neuroscience as it is applied to the study of leadership, and argue that without explicit consideration of, and solutions to, the challenges of reductionism, the possibilities to advance leadership studies theoretically and empirically are limited.

TL;DR: In this article, the authors distinguish two related uses of history as a resource for organizational identity: as a means of committing external audiences and, as a way of finding inward commitment.