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Development of graphical methods for representing data has not kept up with progress in statistical techniques. This article presents a brief history of graphical representations of research findings and makes the case for a revival of methods developed in the early and mid-twentieth century, notably ISOTYPE and Chernoff's faces. It resurrects and improves a procedure, clustered iconography, which enables the presentation of multidimensional data through which readers engage more effectively with the presentation's central message by way of an easier understanding of relationships between variables. The proposed technique is especially well adapted to the needs and protocols of open-source research.

This article explores the issues casual academics face in Australia and whether these pose risks to teaching quality. The logic of the rampant casualisation in Australian universities is exposed first (i.e., mainly flexibility and cost saving to offset drops in government funding), followed by a discussion on the theoretical risks casualisation generates to teaching quality. Among these, one can include: less skilled, less professionally-equipped and less secure teaching staff, fewer inputs from up-to-date research, compromised academic and professional integrity. Indeed, surveys indicate that casual academics in Australian higher education providers have to cope with, among other issues, inadequate working conditions, lack of job security, differences in treatment as compared to full-time faculty and little support to engage in research activities. These findings compose a grim outlook of Australian academia, one that can jeopardise the contribution of higher education to Australia's economy and export accounts. Debate on these matters cannot be postponed much further: strategies to mitigate the risks uncovered are required now.

Although the practice of executive coaching has received sustained attention in literature, no theoretical framework exists to guide the language of conversations that aims to improve executive performance. This article addresses this omission. Following Richard Weaver, it resurrects an ancient distinction between noble and base language and combines this distinction with a linguistic hierarchy. Noble language culminates in and gives voice to optimal executive performance; as such, it is the ideal language of executive coaching. Contributions to theory and research, practical and educational implications, and a call to action are outlined. [ABSTRACT FROM AUTHOR]

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This article investigates the relationship between unselfconscious corporate virtuosity and corporate performance using a novel methodology. It contends that honesty in presenting CSR activities is a proxy for corporate virtuosity and that syntheticity of language indexes unselfconscious honesty in corporate reporting. The study's research question is: Is there evidence that being more corporately ethical in the absence of concern about being so perceived enhances hardcore measures of organisational performance? To answer this question, a linguistic analysis of sustainability reports of firms operating in the Mining, Crude Oil Production Industry is undertaken to reveal that firms' financial performance varies as a function of a particular kind of straightforward language use in corporate reporting. This exercise provides evidence that unselfconscious corporate virtuosity is associated with better corporate financial performance. Implications for practice of this finding are explored. [ABSTRACT FROM AUTHOR]

Theory production has been a central focus of management research for decades, mostly because theory legitimizes both management research and, through its application, management practice as professional endeavors. However, such an emphasis on theory glosses over one of its constraining and particularized roles in scientific explanation, namely that theory codifies predictive knowledge. Committing to a 'traditional' or 'critical' understanding of theory thus amounts to embracing the view that prediction is achievable within a circumscribed field of study. Such an embrace is non-controversial in natural science. However, within the realm of management studies, it necessitates and smuggles in a strawman view of human existence, one which does not accommodate freedom and responsibility. This limitation of management theory explains its inadequate utility. This article argues that alternative avenues for management research exist. JEL CLASSIFICATION: M10 [ABSTRACT FROM AUTHOR]

Managerialism, as an ideology and management practice, is grounded on a theory of authority. Such grounding has been neglected in the relevant literature since scholars have generally treated authority as a form of power and have ignored the view that authority is also a source of power. Following a review of the construct of authority as it appears in the works of noted social psychologists and critical management authors, this essay argues that Carl Friedrich's theory of authority as reasoned elaboration reveals two manifestations: authoritativeness and authoritarianism. It is argued here that managerialism draws on authoritarian ideas and practices, whereas management, as traditionally conceived, draws on authoritativeness. To promote authoritative management, therefore, is to resist (authoritarian) managerialism since authority redirects power to technical experts and professional colleagues and thereby limits managerial power. [ABSTRACT FROM AUTHOR]

Mainstream as well as critical management history literature typically establishes theorists as the most consequential protagonists in the process that created the default blueprint for employee superintendence. Accordingly, in the wake of the Industrial Revolution, the new capitalists and their agents (the emerging management class), were theoretically ill-equipped to oversee large scale productive transformation. Hence, they turned to experts, mostly scholars who straddled the worlds of academia and the nascent enterprise of industrial consulting. In this version of events, employees are represented in strawman terms, as either passive or predictable; in either case, as hostile but unsophisticated actors. This article presents and defends an alternative portrayal. It argues that management thought was not born of purely theoretical perspectives but, rather, is the product of a contest between theory and what employees, acting as intellectual equals, revealed to employers and pundits when theories were being applied. [ABSTRACT FROM AUTHOR]