Becoming flexible: Self-flexibility and its pedagogies

Swan, E; Fox, S

Becoming flexible: Self-flexibility and its pedagogies

Swan, E

Fox, S

Permalink

Publication Type:: Journal Article
Citation:: British Journal of Management, 2009, 20 (SUPP. 1)
Issue Date:: 2009-03-01

Closed Access

	Filename	Description	Size
	2009002086OK.pdf		274.32 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Swan, E https://orcid.org/0000-0002-4422-807X	en_US
dc.contributor.author	Fox, S	en_US
dc.date.issued	2009-03-01	en_US
dc.identifier.citation	British Journal of Management, 2009, 20 (SUPP. 1)	en_US
dc.identifier.issn	1045-3172	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10278
dc.description.abstract	Much of the debate on flexibility has remained at a stubbornly macro, demographic level without looking closely at individual attempts to become more flexible. This paper argues that the debate on flexibility has been dominated by attention to the structural side, looking at flexi-time and part-time contracting, for example, to the neglect of what we call self-flexibility through self-reflexivity and self-transformation. The paper begins to redress this imbalance drawing upon two different cases which examine specific forms of self-flexibility: feedback and personal malleability and risk-taking through experiential learning. Drawing upon sociological research, we seek to examine critically the ways in which self-flexibilities are taken up and pursued by employees in their attempts to remain employable and their gendered implications. © 2009 British Academy of Management.	en_US
dc.relation.ispartof	British Journal of Management	en_US
dc.relation.isbasedon	10.1111/j.1467-8551.2008.00642.x	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Becoming flexible: Self-flexibility and its pedagogies	en_US
dc.type	Journal Article
utslib.citation.volume	SUPP. 1	en_US
utslib.citation.volume	20	en_US
utslib.for	150311 Organisational Behaviour	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
dc.location.activity	Barcelona, Spain
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/Communication & Learning Group
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
pubs.organisational-group	/University of Technology Sydney/Strength - CPCE - Centre for Creative Practices and the Cultural Economy
utslib.copyright.status	closed_access
pubs.issue	SUPP. 1	en_US
pubs.publication-status	Published	en_US
pubs.volume	20	en_US

Abstract:

Much of the debate on flexibility has remained at a stubbornly macro, demographic level without looking closely at individual attempts to become more flexible. This paper argues that the debate on flexibility has been dominated by attention to the structural side, looking at flexi-time and part-time contracting, for example, to the neglect of what we call self-flexibility through self-reflexivity and self-transformation. The paper begins to redress this imbalance drawing upon two different cases which examine specific forms of self-flexibility: feedback and personal malleability and risk-taking through experiential learning. Drawing upon sociological research, we seek to examine critically the ways in which self-flexibilities are taken up and pursued by employees in their attempts to remain employable and their gendered implications. © 2009 British Academy of Management.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/10278