Gavin Jack’s research while affiliated with University of Vic - Central University of Catalonia and other places

The global field of management education and Master of Business Administration programmes constitute a hierarchy that propagates new and ongoing forms of epistemic colonialism, creating challenges and dilemmas for institutions and faculty members, especially in post-colonial locations. Limited attention has been paid to hearing and understanding students’ voices from the Global South and their experiences of this hierarchy. This study presents the findings of mixed-methods research (interviews, survey) at an elite Indian Business School into how Master of Business Administration students located in India navigate a ‘Western’ Master of Business Administration. We use Ashis Nandy’s idea of cultural resources, Walter Mignolo’s enactive epistemologies and Gloria Anzaldúa’s border consciousness to discuss how such students ‘survive’ epistemic domination through particular practices (translation, silent coping, domestication of the West) and subjectivities (subordinated, coping/resisting, socio-culturally empowered); that is to say, students’ own decolonizing praxis. The contribution of this article lies in this demonstration of how students thus do decolonial work, domesticating the Western Master of Business Administration while skilfully navigating a pluriversality of management knowledges. Insights may be used by Faculty to enhance the relevance and quality of Master of Business Administration education, by listening to and legitimizing Southern student perspectives.

This chapter sets the scene for this second volume in the book series Managing the post-colony by introducing its aims, contexts, organisation and individual chapters. Aotearoa New Zealand, Australia and the Pacific are diverse locations with shared as well as distinctive histories and present-day experiences of colonisation and imperialism, political economies and cultural values. Ways of managing, organising and doing business in these places demonstrate cultural continuity and change in such histories, present sites of postcolonial struggle, and diverse prospects for decolonisation and self-determined future-making. This volume explores these struggles and prospects of managing in the post-colony through the presentation of a series of qualitative empirical cases, historical and legal studies, conceptual essays and provocations, and interviews with Indigenous business leaders. It seeks to contribute to the ongoing diversification, provincialisation and decolonisation of management and organisation studies (MOS) and practice. A strong focus is placed on presenting diverse Indigenous knowledges and experiences, including those of Aboriginal and Torres Strait Islander, Pasifika and Māori peoples, and insights into the capacity for Indigenous culture-specific modes of business to offer decolonising futures.

This chapter presents insights into the growing Indigenous business ecosystem in Australia built from four deep conversations with Indigenous business leaders Sean Gordon, Robynne Quiggin, Ian Trust and Leesa Watego. The question at the centre of these conversations was: How is Indigenous business in Australia generating economic independence and prosperity, fostering Aboriginal leadership, enabling cultural sharing, and enhancing self-determination? While business as a vehicle offers a modicum of independence and a space from which to share culture and create cultural value, business also requires Indigenous business leaders to make sense of past and present economic dependencies that frame their experience. Greater numbers of Indigenous Australians are establishing businesses and building the Indigenous economy, however, there is a suspicion and lack of trust that creates tension and ambivalence. What we collectively explore in this chapter is how Indigenous business leaders navigate opportunities, tensions, and work hard to produce new futures for their families, communities, and Indigenous Australia.

Introduction In this chapter, we reflect on the possibilities of male allyship for educating about, advocating for and supporting menopausal transition at work as a form of gender or menopausal equality. An ally ‘is any person that actively promotes and aspires to advance the culture of inclusion through intentional, positive and conscious efforts that benefit people as a whole’ (Atcheson, 2018, np). A variety of practices seek to reduce discrimination and inequality surrounding menopausal transition at work including supervisor or management training, use of occupational health and safety risk assessments to provide suitable accommodations, or the inclusion of menopause in HR and employee health and well-being policies, programmes and activities inter alia (Jack et al, 2016; Hardy, Griffiths and Hunter, 2019; Atkinson et al, 2021a). Much of the scholarly work regarding the nature and benefits of such practices has been based on data generated from individual women and their reported experience of menopause inside and outside the workplace (for example Beck, Brewis and Davies, 2020; Atkinson et al, 2021b), or managers of different genders regarding their attitudes or experience of training to support menopause at work (for example Hardy, Griffiths and Hunter, 2019). A central insight that traverses this work to date is that menopause is a site of gendered ageism (see, for example, Riach, Loretto and Krekula, 2015). This mode of inequality is socially constituted, situated and marked in multiple ways by relations between people and crucially also by the gendered and gendering dynamics of organizational life (Jack, Riach and Bariola, 2019). Reflecting on this insight, our chapter presents the findings of a small study that seeks to understand how men may engage with menopause at work with two particular foci in mind. First, to shed light on menopause equality work as a relational phenomenon based on the perspectives of a sample of male respondents. And second, to consider the prospective possibilities and challenges for men to act as workplace allies for working women going through menopause and to promote inclusive workplace environments.