Abstract
Global economic changes have caused employers to look for multidisciplinary and value-driven leaders who can provide a holistic development solution for business. Modern business institutions are challenged with a paradigm shift towards programs of integrity in applying student-centered holistic approaches in the acquisition and development of cross-disciplinary using reflective learning. This study explores the holistic effects and arts-based value of practices, integrated into business education for personal and professional students’ development. Methods include a long-term research (3-years) involving focus groups, interviews, questionnaires, and observations that coincided with a theoretical analysis of conventional methods applicable to business education. Results show that arts based initiatives (ABIs) foster integrated development of skills that generate a strong holistic effect of multi- and inter-disciplinary. These are combined with powerful personal development, as ascertained in 360-degree reviews. It is concluded that an individual’s transformation, achieved through ABIs, can impact on team dynamics as well as the organizational strategy and performance, and generates a ‘spill-over effect’ between individual, team, organization, and community, thus ascertaining the value of holistic approach in business education.
Highlights
In today’s rapidly changing economies, organizations are searching for new, innovative strategies and managerial approaches to compete and create value
The purpose of this research is to explore and identify the holistic effects of arts based initiatives (ABIs) as an effective integrating and holistic educational tool contributing to synergies of an enterprising, innovative, and creative organizational culture; and how the development of these effects benefit students engaged in ABIs during their undergraduate studies
The initiative to organize ABIs shifted from faculty personnel to students
Summary
In today’s rapidly changing economies, organizations are searching for new, innovative strategies and managerial approaches to compete and create value. Many researchers state that the successful 21st century organizations will be those developing highly integrated creative competencies, able to generate and apply new entrepreneurial ideas, and manage and drive their energy and emotional state towards value creation dynamics of an enterprising culture (Boyatzis, Stubbs, & Taylor, 2002; Bruch & Ghoshal, 2003; Cross, Baker, & Parker, 2003; Gratton, 2011; Steers, Mowday, & Shapiro, 2004). Shefy and Sadler‐Smith (2006) concluded that personal change in managers and leaders towards higher integrity of ‘soft’ and ‘hard’ skills in their core values may create enterprising culture. This would facilitate a desired change, as well as contributing to an organization’s competitive advantage (Michalisin, Karau, & Tangpong, 2004)
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