Julie Wolfram Cox

ORCID: 0000-0002-5738-9745
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About
Contact & Profiles
Research Areas
  • Management and Organizational Studies
  • Management Theory and Practice
  • Complex Systems and Decision Making
  • Organizational Learning and Leadership
  • Emotional Labor in Professions
  • Job Satisfaction and Organizational Behavior
  • Gender Diversity and Inequality
  • Public Policy and Administration Research
  • Information Systems Theories and Implementation
  • Employment and Welfare Studies
  • Workplace Violence and Bullying
  • Fashion and Cultural Textiles
  • Cultural Industries and Urban Development
  • Crafts, Textile, and Design
  • Evaluation and Performance Assessment
  • Labor Movements and Unions
  • Policing Practices and Perceptions
  • Accounting and Organizational Management
  • International Student and Expatriate Challenges
  • Entrepreneurship Studies and Influences
  • Social and Intergroup Psychology
  • Nonprofit Sector and Volunteering
  • Leadership, Courage, and Heroism Studies
  • Family Business Performance and Succession
  • Innovation and Knowledge Management

Monash University
2013-2024

Dementia UK
2023

Australian Regenerative Medicine Institute
2018-2023

Children's Hospital of Philadelphia
2019

University of Pennsylvania
2019

Phillips Exeter Academy
2018

Swinburne University of Technology
2017

Pomona College
2013

Deakin University
2005-2011

RMIT University
2003-2006

The Burrell and Morgan model for classifying organization theory is revisited through meta-theoretical analysis of the major intellectual movement to emerge in recent decades, post-structuralism more broadly postmodernism. Proposing a retrospective paradigm this movement, we suggest that its research can be characterized as ontologically relativist, epistemologically relationist methodologically reflexive; also represents termed deconstructionist view human nature. When explored further,...

10.1177/0170840613495019 article EN Organization Studies 2013-08-07

Community-based tourism (CBT) is a diversely interpreted term, which has presented understanding and practice contests. These contests highlight the centrality (or not) of participation in CBT, even its developmental failure. We attempt to move conversation away from whether how much exists focus on emic interpretations CBT experienced. As such, our why communities participate CBTs, as informed by theory. examine might be understood explained across three cases Kenya, namely Il Ngwesi, Lumo...

10.1080/09669582.2017.1359278 article EN Journal of Sustainable Tourism 2017-08-16

Purpose This paper develops and tests a model for managing workplace bullying by integrating employee perceived servant leadership, resilience proactive personality. Specifically, this explores leadership as an inhibitive factor bullying, both directly indirectly in the presence of mediator. It further whether personality moderates indirect relationship. Design/methodology/approach is empirical study based on analysis survey data collected from 408 employees working services manufacturing...

10.1108/pr-06-2020-0470 article EN Personnel Review 2021-05-25

We discuss the emergence of a new craft movement known as Stitch'nBitch. Prevalent around globe, particularly among women, this is based locally in places such hotels and cafes, virtually using internet. The women meet to knit, stitch talk. groups use technologies an enabler resource exchange. At same time, their presence can be seen, part, negative response major political, social technological changes including globalization, terrorism, damage environment dislocation Information Society....

10.1177/1359183507074559 article EN Journal of Material Culture 2007-02-19

Examination of the management literature on benchmarking reveals that concept conveys a mixed metaphor. While collaboration among partners is advocated, description practice dominated by principles and language convey notions competition. The `competitive' approach to due four narrow, constricting assumptions: (1) motivation behind improve reduce performance gap relative some superior comparison other, (2) formal, organizationally sanctioned means competing with others, including partners,...

10.1111/1467-6486.00052 article EN Journal of Management Studies 1997-03-01

This paper extends the discussion of postmodern thinking in organizational theory through a re-presentation concept triangulation research. Initially is defined contrasting lenses positivism and post-positivism/postmodernism analysed as metaphor for fixing capturing research subject. Subsequently ‘re-presented’ ‘metaphorization’—in terms process movement between researcher-subject positions. Rethinking lines angles enquiry triangulation, suggests shift from ‘triangulation distance’ tradition...

10.1177/1350508405048579 article EN Organization 2004-12-06

This paper addresses a traditionally neglected area of management and organizational studies—retrospective research. It identifies, describes analyses four positions on retrospective research: Controlling the Past, in which attempts are made to maximize accurate recall or reveal potential sources error bias; Interpreting understanding present is informed by construction past reality; Co-opting causal explanations link present; Representing involves problematization time research time. These...

10.1177/1350508407078049 article EN Organization 2007-06-19

This article analyses contemporary issues relevant to understanding the changing nature of management and managerial work. The argument is developed in four parts. First, provide context, we offer an overview literature on organization control work, tracing contributions mainly from early 1950s onwards. Second, discuss first two related concerns work – strategies organizational restructuring: analysis highlighting role downsizing delayering within corporate campaigns promoting...

10.1177/0018726719828439 article EN Human Relations 2019-03-01

In this article, we explore the dynamics of control, compliance and resistance using two case studies where ‘family’ has symbolic, material ideological significance. While metaphor is often invoked to suggest a normative unity integration in large organizations, investigate use shared understandings divisions (Parker 1995) difference, as well similarity, constituting organizational culture small family-owned firms. Diverging from mainstream family business research, adopt critical...

10.1177/0170840603249004 article EN Organization Studies 2003-11-01

Purpose While research on the influence of ethical and unethical behaviour employee well-being abound, we still know little how is shaped under dual positive negative behavioural influences in workplace. To address this limitation, paper aims to investigate relative effects leadership bullying through application conservation resources theory. Design/methodology/approach This study was conducted context Pakistan by seeking views 330 employees academic work settings. Findings The data...

10.1108/ebr-08-2018-0149 article EN European Business Review 2020-01-02

This paper describes different conceptions of the past presented in a retrospect ive analysis organizational change. One day 1993, an Australian subsidi ary United States manufacturing organization introduced changes includ ing product-based production teams, three-shift factory operation, and employee redundancy packages. Eighteen months later, teams were dis solved. In this paper, talk about change is interpreted through concept loss; loss as regret for what has been past, return to might...

10.1177/017084069701800404 article EN Organization Studies 1997-07-01

This paper is concerned with how employees talk about their experiences of organizational change and focuses specifically on the construction conversion stories. These are particularly positive narratives that consider as a turning point in which individuals depart from an old way life pre‐change to embrace post‐change organization. In this study, seek into management groups report values philosophies narratives, thus highlighting benefits while suppressing any negative aspects. draws...

10.1108/09534810410564569 article EN Journal of Organizational Change Management 2004-11-03

It has been 10 years since The Journal of Applied Behavioral Science (JABS) published a special issue titled “Discourses Organizing” (Vol. 36, No. 2, 2000) based on the then emerging field organizational discourse. A decade seems to be an appropriate juncture at which reflect range work produced and general progress made consider possible future directions. In addition briefly taking stock developments within field, this opening piece provides opportunity introduce subsequent articles...

10.1177/0021886309357536 article EN The Journal of Applied Behavioral Science 2010-03-01

ABSTRACT This paper focuses on themes of emotionality and emotional labour derived inductively from retrospective narratives constructed by employees who experienced rapid organisational change specifically addresses the question: ‘How do people talk about need to “dull down” their emotions during situations change?’ We highlight loss associated with displays emotion argue that management are most typically issues concerning transition past or resistance future. show how serves both mute...

10.5172/jmo.2006.12.2.116 article EN Journal of Management & Organization 2006-09-01

We argue that management educators can harness the critical potential of relational leadership through encouraging attention to socio-material aspects work and discourses in organizational settings. are motivated by persistent critiques heroic leader-centered—or leaderist—positions, informed arguments for doing development "differently." draw on practice turn studies introduce relationism as an epistemology inform new engagements with education. Socio-material relationism—in form relationist...

10.5465/amle.2017.0060 article EN Academy of Management Learning and Education 2018-07-17

Purpose The purpose of this paper is to describe a hybrid approach the research developed during multi-researcher, ethnographic study NHS management in UK. Design/methodology/approach This methodological elaborates sociological analysis – critical-action theory and indicates how it can contribute critical health studies. Findings After exploring various theoretical, philosophical options available, discusses main issues that influenced development perspective process by which was applied...

10.1108/jhom-02-2017-0034 article EN Journal of Health Organization and Management 2017-08-21

A lack of small and medium enterprise (SME) engagement in environmental practices has caused stakeholders to advocate several different approaches encourage organisational change. While program investment research been dedicated developing implementing external drivers, at least two internal factors have not given sufficient attention when it comes the uptake initiatives among SMEs. These are: strength embedded habits routines, whether or a business is indeed ready embrace We take these into...

10.1080/14486563.2016.1188424 article EN Australasian Journal of Environmental Management 2016-07-19

This paper explores the retrospective construction of atrocity narratives organizational change in primary industries Latrobe Valley, located southeast Australia. Within their narratives, participants discuss various forms workplace violence aimed at employees by management and, some cases, other employees. In addition, shifting from to resignation are explored. As all no longer employed organizations described causal associations between and choices particular interest. this context,...

10.1108/09534810310494946 article EN Journal of Organizational Change Management 2003-09-16

Presents a gendered interpretation of reports protests in 2000‐2002 among asylum seekers held at Australia's recently closed Woomera Detention Centre, discussing instances lip sewing that evoked strong reaction from the Australian Government, people and press. Suggests an Irigarayan reading assists understanding these examples self‐harm, supplementing feminist readings craft, calling attention to local enactments gender both refugee studies organizational development change.

10.1108/09534810410538342 article EN Journal of Organizational Change Management 2004-06-01
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