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Book
DSGN - DIM

“The Sciences of the Democracies”

The Sciences of the Democracies proposes a groundbreaking means for holistic study, drawing on five sources of knowledge that will provide better understanding of democracy, or rather, of ‘the democracies’. These are: individual people, groups of people, non-textual media, texts, and non-humans.

This book details how the inclusion of these five sources across temporal, spatial, cultural, linguistic, and species contexts leads to the discovery of democratic practices and institutions hitherto unknown or unfamiliar to the conventional ‘Western’ perception. It promises to generate a new class of democratic theorist – the ‘Fourth Theorist’, who theorizes from thousands of multimedial democracy concepts – and it has the potential for generating better-founded, less arbitrary, more inclusive democratic theories. In doing so, the book considers the philosophical, institutional, educational, and methodological difficulties of the scientific understandings and undertakings it proposes. The book is a choral work of many collaborating authors. Their ambition is to offer a touchstone text for government and public officials, citizens, residents and visitors, researchers, practitioners, and philanthropists (big and small) participating in what is a vibrant global discussion on how to study and practice democracy equitably.
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Academic Journal
Management

“The Shaping of Sustainable Careers Post Hearing Loss”

Through this interview-based study with 40 respondents in the United States we have outlined enablers of career transitions and sustainable careers for professionals who have experienced severe hearing loss as adults. To sustain careers after adult onset disability, respondents engaged in a quest for meaning and big picture answers to ‘who am I?’ and ‘am I still successful?’ This included redefining themselves – e.g. I am now both a person with a disability (disability identity) and a successful professional (professional identity) – and career success (e.g. now I care about service to society as much as I care about material artifacts). Respondents also adopted new work roles where disability was a key to success (e.g. becoming an equal employment officer) and utilized social networks to continue being successful. Such redefining of work and networks supported the aforesaid quest for meaning and big picture answers. Findings not only indicate how individuals experience career success after a life-changing event but also help defamiliarize extant notions of ableism in workplace contexts.
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Academic Journal
Strategy & Entrepreneurship

“The Strategic Development and Deployment of Human Cultural Capital Resources”

Through a variety of tactics, such as the use of celebrity endorsements, firms use the images of people to strengthen firm capabilities. However, the human capital resources (HCR) literature curiously excludes this source of competitive advantage. Indeed, the HCR literature usefully explains how the knowledge, skills, abilities and other intrinsic attributes (KSAOs) of people enhance firm capabilities to create and appropriate value, but because the value of human cultural capital depends on audiences culturally bestowing attention and meaning on people, the HCR literature explicitly excludes human cultural capital from the definition of human capital. Further, theory of how firms use cultural capital to support widely recognized strategies for market positioning, timing, and diversification is underdeveloped. I address this inconsistency in the HCR literature by recognizing the complementary concept of human cultural capital resources (HCCR), which provides a generalizable theoretical touchstone for research on narrower topics, like celebrity endorsements and brand ambassadors. Mirroring the distinction between HCR and human capital, I define HCCR as the interaction between human cultural capital and the other resources and capabilities that underpin firm strategy. I argue that the mechanistic influence of human cultural capital operates through rhetoric. Further, I suggest that human cultural capital has two primary components – salience and legitimacy – and these two components are themselves each composed of two components – distinctiveness and recognizability, and technical and ethical legitimacy. Using these components, I develop a set of baseline propositions about the optimal sourcing and deployment of human cultural capital across widely recognized strategies.
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