Aesthetic-based competences lead to a sustainable learning practice: Re-thinking public management through the lens of sustainability

Poula Helth*

*Corresponding author for this work

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Purpose: The purpose of the article is to explore how aesthetic-based competences are developed in and through leaders’ organisational practice and how these competences may lead to a sustainable learning practice in everyday life in organisations. Design/methodology/approach: The article focuses on how aesthetic-based experiments can change leaders’ organisational practice, when instrumental rationality is transformed into aesthetic rationality. This happens when leaders learn to move the everyday drama, the so-called social drama, into an aesthetic drama in order to transform organisational habits and devastating paradigms. Findings: The study of how leaders learn to transform their practice, based on a study at Copenhagen Business School in the period 2014–2017, documents that leaders can learn aesthetic performance that transforms their organisational practice when the learning processes are integrated into everyday life. Originality/value: The combination of aesthetic performance and learning processes has potential for a lasting and sustainable transformation, when the learning concept is rooted in leaders’ organisational practice as a bodily embedded aesthetic rationality.
    Original languageEnglish
    JournalLocal Economy
    Volume34
    Issue number6
    Pages (from-to)607-617
    ISSN0269-0942
    DOIs
    Publication statusPublished - 2019

    Keywords

    • aesthetic performance
    • collective learning
    • sustainability
    • transformation

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