Profile of faculty "Management & Performance"

I see a faculty that views management from a cultural science perspective of performance, and performs in a way that is multidisciplinary and where science is fully integrated. This is where performance is seen as a management concept and from a variety of very different viewpoints – e.g. sociological, aesthetic, and ethical. I imagine the terms "space" and "production" are understood to be aspects of performance and forming a starting point for scientific investigations.

The Management & Performance faculty at Karlshochschule approaches the field of management and organization from the perspective of the "performative turn", which has markedly influenced the field of cultural studies and social sciences.

Connected to this shift toward the term "performance" or "performativity" is the question of how social and cultural phenomena, entities, ideas and practices emerge, are produced and reproduced, and particularly how they are transformed. Through a focus on the term "performance" and observation of "performances", an interdependent connection between micro and macro levels in the field of theoretical and empirical research can be achieved. A "performative" approach can demonstrate how societal and social structures themselves both inform these individual approaches and implementations ("performances") and at the same time are formed, realized and, where appropriate, transformed by them.

This perspective also proves successful in management and organizational research. Karlshochschule's approach here is based on cultural sciences, allowing us to see management as a practice embedded within the socio-cultural setting of organizations and their contexts. Accordingly, we view management and organization "performatively". Neither management nor organization actually "exists" separately from its social and cultural realization in the form of performances and their material and physical manifestations. Both are thus constantly recreated, reformed and transformed ("from now on") in a performative sense by protagonists, either creatively or co-creatively. At the same time, however, they are also constantly being shaped and influenced by historical structures and situational conditionalities. 

Organizations are self-contained works of art whose magic is revealed in the moment.

Karlshochschule views performance in a management and organizational context as a concept, and we approach this from a multi-perspective angle and with a wide range of methods: our fundamental method of investigation here is both theoretical and application-based. In doing so, the traditional economic or commercial understanding of "performance", with its quantitative bias and focus on measuring and evaluating performance, is abandoned in favour of an understanding based on a qualitative perspective. Within this framework, the research of management and organization from the perspective of performance opens up innovative possibilities of integrating other central observation categories that form part of the "cultural turns" concept. These possibilities include questions regarding space, embodiment, materiality, visuality, occurrence, creativity, memory, recollection or transformation.

 

This is how our professors reflect "Performance" concretely:

Prof. Dr. Stephan Sonnenburg: "Performing is creating in interaction."

Prof. Dr. Martin Zierold: "Performing means overcoming boundaries – and embracing them at the same time."

Prof. Dr. Wendelin Küpers: "PerForming (& PerFormances) are embodied inter-playing prACTices of co-creation that function as media of intentions, responding and 'staging' for (dramaturgical) expressions and meanings in organizations and beyond."

Prof. Dr. Desmond Wee: "Performance is that picture in which you, and so many other tourists after you, try to push the Leaning Tower of Pisa upright."

Prof. Dr. Melodena Balakrishnan: "Performance is an end result that uses the 3D principle: Desire, Doing and Delivering. The process often is more effective through 3Cs - Co-creation, Co-ordination and Consensus." 

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