Shaping managerial identity using live-action role-play: non-western perspectives

Purpose
This study reports the findings of a phenomenographic study exploring the use of live-action role-play (LARP) through the lens of managerial identity development.

Design/methodology/approach
We employ a contextualised approach involving participant observation and auto-driven Photo elicitation interviews (PEI) to collect data from a cohort of early-career managers, aged 19–30, employed at a high-tech company in China.

Findings
Two key insights reveal LARP as an innovative tool for management development, demonstrating (1) its positive influence on developing managerial identity development, while extending its effects to participants’ real-life identities and (2) the urgent need for policymakers to regulate LARP game organisers with ethical guidelines, age limits, duration restrictions and content certification.

Originality/value
Theories of management development derived from Western experiences and ideologies of the 20th century may not explain or address managerial identity development in non-Western countries. This study contributes insights that can inform non-Sino managers intending to work in China or with Chinese managers and therefore has relevance for academics and practitioners worldwide.