Skip to main content
Log in

The Use of Praxis in the Classroom to Facilitate Student Transformation

  • Original Paper
  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Critical management education typically assumes that management courses that emphasize critical reflection—that is, courses that critique problematic systems and structures, and ask students to dialogue about and actively reflect upon these critiques—will foster student transformation. In contrast, critical theory typically suggests that transformation requires praxis, that is, critical reflection plus practical action where students enact their new knowledge in their everyday lives. We empirically test these assumptions by measuring student transformation in management classes that emphasize critical reflection and in other classes that emphasize praxis. We find no significant differences in three measures of student transformation in classes where only critical reflection is emphasized, but significant differences in all three measures when praxis is emphasized. In a content analysis of student praxis assignments, we find further evidence of the link between praxis and student transformation. Specifically, the majority of students value praxis, describe changes in their self-understanding/consciousness thanks to assignments that emphasize praxis, and plan to continue new behaviors that address concerns raised by critiques of problematic systems and structures. Finally, we find that the greater a student’s self-described effect of praxis, the greater that student’s transformation. Taken together, the results suggest that the practical application dimension of praxis is a key “missing ingredient” in the teaching of business ethics as students move from (merely) critically reflecting on ethical issues, to actually becoming transformed by their knowledge.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Fig. 1

Similar content being viewed by others

References

  • Aoki, M. (2001). Toward a comparative institutional analysis. Cambridge, MA: MIT Press.

    Book  Google Scholar 

  • Arendt, H. (1959). The human condition: A study of the central dilemmas facing modern man. Chicago: University of Chicago Press.

    Google Scholar 

  • Barnett, R. (1997). Higher education: A critical business. Buckingham: Open University Press.

    Google Scholar 

  • Benson, J. K. (1977). Organizations: A dialectic view. Administrative Science Quarterly, 22, 1–21.

    Article  Google Scholar 

  • Bernstein, R. J. (2011). Praxis and action: Contemporary philosophies of human activity. Philadelphia: University of Pennsylvania Press.

    Google Scholar 

  • Burns, J., & Baldvinsdottir, G. (2005). An institutional perspective of accountants’ new roles—The interplay of contradictions and praxis. European Accounting Review, 14(4), 725–757.

    Article  Google Scholar 

  • Burns, J., & Nielsen, K. (2006). How do embedded agents engage in institutional change? Journal of Economic Issues, 40(2), 449–456.

    Article  Google Scholar 

  • Chandler, A. (1984). The emergence of managerial capitalism. Business History Review, 58(4), 473–503.

    Article  Google Scholar 

  • Collin, C., Grand, V., Benson, N., Lazyan, M., Ginsburg, J., & Weeks, M. (2012). The psychology book: Big ideas simply explained. London: DK.

    Google Scholar 

  • Crouch, C., & Streeck, W. (Eds.). (1997). Political economy of modern capitalism: Mapping convergence and divergence. London: Sage.

    Google Scholar 

  • Datar, S. M., Garvin, D. A., & Cullen, P. G. (2010). Rethinking the MBA. Business education at a crossroads. Boston, MA: Harvard Business Press.

    Google Scholar 

  • Dehler, G. E. (2009). Prospects and possibilities of critical management education: Critical beings and a pedagogy of critical action. Management Learning, 40(1), 31–49.

    Article  Google Scholar 

  • Droege, S. B., & Marvel, M. R. (2010). Process mechanisms of institutional entrepreneurship. Journal of Developmental Entrepreneurship, 15(2), 205–230.

    Article  Google Scholar 

  • Dunlap, R. E. (2008). The new environmental paradigm scale: From marginality to worldwide use. The Journal of Environmental Education, 40(1), 3–18.

    Article  Google Scholar 

  • Dunlap, R. E., & Van Liere, K. D. (1978). The ‘New Environmental Paradigm’: A proposed measuring instrument and preliminary results. The Journal of Environmental Education, 9(4), 10–19.

    Article  Google Scholar 

  • Dyck, B., Walker, K., Starke, F., & Uggerslev, K. (2011). Addressing concerns raised by critics of business schools by teaching multiple approaches to management. Business and Society Review, 116(1), 1–27.

    Article  Google Scholar 

  • Dyck, B., Walker, K., Starke, F., & Uggerslev, K. (2012). Enhancing critical thinking by teaching two distinct approaches to management. Journal of Education for Business, 87(6), 343–357.

    Article  Google Scholar 

  • Eikeland, O. (2008). The ways of Aristotle: Aristotelian phronesis, Aristotelian philosophy of dialogue, and action research (Vol. 5). Bern: Peter Lang.

    Google Scholar 

  • Ekiert, G., Kubik, J., & Wenzel, M. (2017). Civil society and three dimensions of inequality in post-1989 Poland. Comparative Politics, 49(3), 331–350.

    Article  Google Scholar 

  • Elliott, C. (2003). Representations of the intellectual: Insights from Gramsci on management education. Management Learning, 34(4), 411–427.

    Article  Google Scholar 

  • Fenwick, T. (2005). Ethical dilemmas of critical management education: Within classrooms and beyond. Management Learning, 36(1), 31–48.

    Article  Google Scholar 

  • Ford, J., Harding, N., & Learmonth, M. (2010). Who is it that would make business schools more critical? Critical reflections on critical management studies. British Journal of Management, 21(1), 71–81.

    Article  Google Scholar 

  • Foster, W. M., & Wiebe, E. (2010). Praxis makes perfect: Recovering the ethical promise of critical management studies. Journal of Business Ethics, 94, 271–283.

    Article  Google Scholar 

  • Freire, P. (1973). Education for critical consciousness. New York: Seabury.

    Google Scholar 

  • Freire, P. (2006). Pedagogy of the oppressed, 30th anniversary ed. New York: Continuum.

    Google Scholar 

  • Godfrey, P., Illes, L. M., & Berry, G. R. (2005). Creating breadth in business education through service-learning. Academy of Management Learning and Education, 4, 309–323.

    Article  Google Scholar 

  • Grey, C. (2004). Reinventing business schools: The contribution of critical management education. Academy of Management Learning & Education, 3(2), 178–186.

    Article  Google Scholar 

  • Grey, C., & Mitev, N. (1995). Re-engineering organizations: A critical appraisal. Personnel Review, 24(1), 6–18.

    Article  Google Scholar 

  • Hagen, R., Miller, S., & Johnson, M. (2003). The ‘disruptive consequences’ of introducing a critical management perspective onto an MBA programme: the lecturer’s view. Management Learning, 34(2), 241–257.

    Article  Google Scholar 

  • Hall, P. (2009). The significance of politics. In A. Hemerijck, B. Knapen, & E. Van Doorne (Eds.), Aftershocks (pp. 93–102). Amsterdam: Amsterdam University Press.

    Google Scholar 

  • Hall, P. A., & Soskice, D. (2001). An introduction to varieties of capitalism. In P. A. Hall & D. W. Soskice (Eds.), Varieties of capitalism: The institutional foundations of comparative advantage (chapter 1, pp. 1–68). Oxford: Oxford University Press.

  • Hall, P. A., & Thelen, K. (2009). Institutional change in varieties of capitalism. Socio-economic Review, 7(1), 7–34.

    Article  Google Scholar 

  • Hay, A., & Hodgkinson, M. (2008). More success than meets the eye—A challenge to critiques of the MBA: Possibilities for critical management education? Management Learning, 39(1), 21–40.

    Article  Google Scholar 

  • Herzog, W. R., II. (1994). Parables as subversive speech: Jesus as pedagogue of the oppressed. Louisville, KY: Westminster John Knox Press.

    Google Scholar 

  • Jones, D. A. (2009). A novel approach to business ethics training: Improving moral reasoning in just a few weeks. Journal of Business Ethics, 88(2), 367–379.

    Article  Google Scholar 

  • Jurkiewicz, C. L., Giacalone, R. A., & Knouse, S. B. (2004). Transforming personal experience into a pedagogical tool: Ethical complaints. Journal of Business Ethics, 53(3), 283–295.

    Article  Google Scholar 

  • Kain, P. J. (1988). Marx and Ethics. London: Oxford University Press.

    Google Scholar 

  • Kayes, C. (2002). Experiential learning and its critics: Preserving the role of experience in management learning and education. Academy of Management Learning and Education, 1(2), 137–149.

    Article  Google Scholar 

  • Kearns, K., & Springett, D. (2003). Educating for sustainability: Developing critical skills. Journal of Management Education, 27(2), 188–204.

    Article  Google Scholar 

  • Kenworthy-U’Ren, A. L., & Peterson, T. O. (2005). Service-learning [Special Issue]. Academy of Management Journal of Learning and Education, 4(3), 272–277.

    Article  Google Scholar 

  • Kolb, A. Y., & Kolb, D. A. (2005). Learning styles and learning spaces: Enhancing experiential learning in higher education. Academy of Management Learning & Education, 4(2), 193–212.

    Article  Google Scholar 

  • Kolbert, E. (2014). The sixth extinction: An unnatural history. London: Bloomsbury Publishing.

    Google Scholar 

  • Lester, S. W., Tomkovick, C., Wells, T., Flunker, L., & Kickul, J. (2005). Does service-learning add value? Examining the perspectives of multiple stakeholders. Academy of Management Learning & Education, 4(3), 278–294.

    Article  Google Scholar 

  • Martin, R. L. (2011). Fixing the game: Bubbles, crashes, and what capitalism can learn from the NFL. Boston, MA: Harvard University Press.

    Google Scholar 

  • McWilliams, V., & Nahavandi, A. (2006). Using live cases to teach ethics. Journal of Business Ethics, 67(4), 421–433.

    Article  Google Scholar 

  • Mingers, J. (2000). What is it to be critical? Teaching a critical approach to management undergraduates. Management Learning, 31(2), 219–237.

    Article  Google Scholar 

  • Mintzberg, H. (2010). Henry Mintzberg on how the enterprises trashed the economy. The Economist (Dec 3). Retrieved Jan 16, 2017, from http://www.economist.com/blogs/freeexchange/2010/12/management.

  • Mintzberg, H., Simons, R., & Basu, K. (2002). Beyond selfishness. MIT Sloan Management Review, 44(1), 67.

    Google Scholar 

  • Monaghan, C. H., & Cervero, R. M. (2006). Impact of critical management studies courses on learners’ attitudes and beliefs. Human Resource Development International, 9(3), 379–396.

    Article  Google Scholar 

  • Morgan, P. D. (2016). Reclaiming the hashtag. Geez, 42, 57.

    Google Scholar 

  • Pacala, S., & Socolow, R. (2004). Stabilization wedges: Solving the climate problem for the next 50 years with current technologies. Science, 305(5686), 968–972.

    Article  Google Scholar 

  • Perriton, L., & Reynolds, M. (2004). Critical management education: From pedagogy of possibility to pedagogy of refusal? Management Learning, 35(1), 61–85.

    Article  Google Scholar 

  • Piketty, T. (2014). Capital in the twenty-first century. Cambridge, MA: The Belknap Press of Harvard University.

    Book  Google Scholar 

  • Prasad, P., & Caproni, P. J. (1997). Critical theory in the management classroom: Engaging power, ideology, and praxis. Journal of Management Education, 21(3), 284–291.

    Article  Google Scholar 

  • Reich, R. (2014). Yes, the American economy continues to grow faster. But faster growth hasn’t translated into higher living standards. Maclean’s, May 23.

  • Reynolds, M. (1999). Grasping the nettle: Possibilities and pitfalls of a critical management pedagogy. British Journal of Management, 9, 171–184.

    Article  Google Scholar 

  • Reynolds, M., & Vince, R. (2004). Critical management education and action-based learning: Synergies and contradictions. Academy of Management Learning & Education, 3(4), 442–456.

    Article  Google Scholar 

  • Ruggunan, S., & Spiller, D. (2014). Critical pedagogy for teaching HRM in the context of social change. African Journal of Business Ethics, 8(1), 29–43.

    Article  Google Scholar 

  • Seo, M. G., & Creed, W. D. (2002). Institutional contradictions, praxis, and institutional change: A dialectical perspective. Academy of Management Review, 27(2), 222–247.

    Article  Google Scholar 

  • Simpson, R. (2006). Masculinity and management education: Feminizing the MBA. Academy of Management Learning & Education, 5(2), 182–193.

    Article  Google Scholar 

  • Snook, S., Nohria, N., & Khurana, R. (Eds.). (2012). The handbook for teaching leadership: Knowing, doing, and being. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Solberg, J., Strong, K. C., & McGuire, C., Jr. (1995). Living (not learning) ethics. Journal of Business Ethics, 14(1), 71–81.

    Article  Google Scholar 

  • Verbos, A. K., & Humphries, M. (2015). Amplifying a relational ethic: A contribution to PRME praxis. Business and Society Review, 120(1), 23–56.

    Article  Google Scholar 

  • Vince, R. (2010). Anxiety, politics and critical management education. British Journal of Management, 21, 26–39.

    Article  Google Scholar 

  • Walker, K. (2006). Examining ethics from a moral point of view framework: A longitudinal analysis (Order No. MR22918). Masters thesis, University of Manitoba.

  • Waples, E. P., Antes, A. L., Murphy, S. T., Connelly, S., & Mumford, M. D. (2009). A meta-analytic investigation of business ethics instruction. Journal of Business Ethics, 87(1), 133–151.

    Article  Google Scholar 

  • Watson, T. J. (2001). Beyond managism: Negotiated narratives and critical management education in practice. British Journal of Management, 12(4), 385–396.

    Article  Google Scholar 

  • White, J. (2007). Knowing, doing and being in context: A praxis-oriented approach to child and youth care. Child & Youth Care Forum, 36(5–6), 225–244.

    Article  Google Scholar 

  • Whitley, R. (1992). European business systems. London: Sage.

    Google Scholar 

  • Whitley, R. (1999). Divergent capitalisms: The social structuring and change of business systems: The social structuring and change of business systems. Oxford: Oxford University Press.

    Google Scholar 

  • Wilkinson, R., & Pickett, K. (2010). The spirit level: Why greater equality makes societies stronger. New York, NY: Bloomsbury Press.

    Google Scholar 

  • Witt, M. A., & Jackson, G. (2016). Varieties of capitalism and institutional comparative advantage: A test and reinterpretation. Journal of International Business Studies, 47, 778–806.

    Article  Google Scholar 

  • Yorio, P. L., & Ye, F. (2012). A meta-analysis on the effects of service-learning on the social, personal, and cognitive outcomes of learning. Academy of Management Learning & Education, 11(1), 9–27.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Kent Walker.

Ethics declarations

Ethics Standard

This research involved human subjects and ethics approval was received from both research ethics boards at the University of Windsor and the University of Manitoba.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Walker, K., Dyck, B., Zhang, Z. et al. The Use of Praxis in the Classroom to Facilitate Student Transformation. J Bus Ethics 157, 199–216 (2019). https://doi.org/10.1007/s10551-017-3630-3

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-017-3630-3

Keywords

Navigation