studying management critically

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edited by

mats alvesson and hugh willmott

studying management critically

studying management critically

edited by

mats alvesson and hugh willmott

studying management critically

SAGE Publications

London Thousand Oaks New Delhi

Introduction and Chapter 01 Mats Alvesson & Hugh Willmott 2003 Chapter 02 Stanley Deetz 2003 Chapter 03 John Forester 2003 Chapter 04 Joanne Martin 2003 Chapter 05 David L. Ley, Mats Alvesson & Hugh Willmott 2003

Chapter 06 Glenn Morgan 2003 Chapter 07 Michael Power, Richard Laughlin & David J. Cooper 2003 Chapter 08 John M. Jermier & Linda C. Forbes 2003 Chapter 09 Gibson Burrell & Karen Dale 2003 Chapter 10 Martin Parker 2003

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 6 Bonhill Street London EC2A 4PU SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 110 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 6736 2 ISBN 0 7619 6737 0 (pbk) Library of Congress Control Number available

Typeset by C&M Digitals (P) Ltd., Chennai, India Printed in Great Britain by TJ International, Padstow, Cornwall

ContentsNotes on Contributors 1 Introduction Mats Alvesson and Hugh Willmott 2 Disciplinary Power, Conflict Suppression and Human Resources Management Stanley Deetz 3 On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work John Forester 4 Feminist Theory and Critical Theory: Unexplored Synergies Joanne Martin 5 Critical Approaches to Strategic Management David L. Levy, Mats Alvesson and Hugh Willmott 6 Marketing and Critique: Prospects and Problems Glenn Morgan 7 Accounting and Critical Theory Michael Power, Richard Laughlin and David J. Cooper 8 Greening Organizations: Critical Issues John M. Jermier and Linda C. Forbes 9 Building Better Worlds?: Architecture and Critical Management Studies Gibson Burrell and Karen Dale 10 Business, Ethics and Business Ethics: Critical Theory and Negative Dialectics Martin Parker Index vii 1











Notes on ContributorsMats Alvesson got his PhD in 1984 and works currently at Lund University in Sweden. Apart from critical theory, major research interests include cultural perspectives on organizations, gender, leadership (or rather eadership), identity, knowledge work, professional organizations and qualitative methodology. Recent books include Reflexive Methodolgy (2000, with Kaj Skldberg), Doing Critical Management Research (2000, with Stan Deetz), Postmodernism and Social Research (2002), Understanding Organizational Culture (2002) and Knowledge work and Knowledge-intensive Firms (in press). Gibson Burrell is Professor of Organisation Theory and Head of the Management Centre at the University of Leicester. He was previously employed at the Universities of Lancaster, Warwick and Essex, which all allowed him spaces and places to do what he wanted. Some of his material has even been read. He has returned to the University of Leicester in which he was a student la recherche du temps perdu. There is no escaping, for some, the draw of 1960s architecture. David Cooper is the Certified Accountants of Alberta Chair in Accounting in the Department of Accounting and MIS at the University of Alberta, and Director of the School of Business PhD Program. He obtained a BSc (Econ) from LSE and his PhD from the University of Manchester in 1979. David has written or edited seven books and about fifty articles in academic and professional journals such as Accounting, Organizations and Society, Administrative Science Quarterly, Contemporary Accounting Research, Organisation Studies, Accounting Management and Information Technology and Accounting, Auditing and Accountability Journal. He is interested in power and rationality in organizations and society and these issues have been explored in a variety of contexts: management control systems in mining, implementation of new budgeting, information and costing systems in hospitals, the history of the accounting profession and their codes of ethics, the regulation of the accounting profession, and strategic and performance measurement in government. He is a joint editor of the international research journal, Critical Perspectives on Accounting and a member of the Editorial Boards of seven other journals. Karen Dale is a Lecturer at the University of Essex. She was previously at Warwick University, and has worked in the National Health Service and local government. She has published a number

Notes on Contributors


of articles in the areas of gender and equality, and the body and organisation. Her book, Anatomising Embodiment and Organisation Theory, was published in 2001. Currently she is working on a book on architecture, space and organisation with Gibson Burrell, and has already published on the topics of space, utopias, aesthetics and anaesthetics. Stanley Deetz Ph.D., is Professor of Communication at the University of Colorado, Boulder, where he teaches courses in organizational theory, organizational communication and communication theory. From 198497 he was a professor at Rutgers University, chairing the department during the 1980s. He is a Fellow of the International Communication Association and served as its President, 199697. He has held visiting appointments at the University of Texas, Arizona State University, the University of Iowa, and the Copenhagen Business School. He is co-author of Leading Organizations through Transition (2000) and Doing Critical Management Research (2000); and author of Transforming Communication, Transforming Business (1995) and Democracy in an Age of Corporate Colonization (1992); as well as editor or author of eight other books. He has published nearly one hundred essays in scholarly journals and books regarding stakeholder representation, decision making, culture, and communication in corporate organizations and has lectured widely in the U.S. and Europe. Linda C. Forbes is Assistant Professor of Organizational Behavior and Management at Franklin & Marshall College, Lancaster, Pennsylvania, U.S.A. Her interests include cultural studies and organizational symbolism, environmental philosophy and history, and varieties of qualitative inquiry. Her current work draws on symbolic organization theory as a framework for analyzing the greening of organizational cultures. She recently published: The Institutionalization of Voluntary Organizational Greeting and the Ideals of Environmentalism: Lessons About Official Culture From Symbolic Organization Theory in Organizations, Policy, and the Natural Environment (2002). She is a Feature Editor for the journal, Organization & Environment: International Journal for Ecosocial Research where she recently published an article on the legacy of the early conservationist and first Chief of the US Forest Service, Gifford Pinchot. John Forester is Professor and immediate past Chair of the Department of City and Regional Planning at Cornell University. A Ph.D. from the University of California at Berkeley, his research interests include the micro-politics and ethics of planning practice, including the ways planners work in the face of power and conflict. His most recent books include The Deliberative Practitioner: Encouraging Participatory Planning Processes, (1999), co-edited with Raphal Fischler and Deborah Shmueli, and A collection of oral histories, Israeli Planners and Designers: Profiles of Community Builders (2001). For the past decade he has been producing first person voice profiles of planners, mediators, and participatory action researchers in the US and abroad. Along with several edited collections on planning, policy analysis, and critical theory, his earlier work includes Planning in the Face of Power (1989), Making Equity Planning Work: Leadership in the Public Sector (with Norman Krumholz, 1990), and Critical Theory, Public Policy, and Planning Practice (1993).


Notes on Contributors

John M. Jermier is Professor of Organizational Behavior and of Environmental Science and Policy at the University of South Florida, Tampa, Florida, U.S.A. Most of his work has focused on critical studies of organization and management and his current interests include power and politics in organizations, environmental philosophy and literary ecology, and research methodology. He is founding editor and current senior editor of the journal, Organization & Environment: International Journal for Ecosocial Research. He served as guest editor (with Steve Barley) of a special issue of Administrative Science Quarterly (1998) concerned with critical perspectives on organizational control and is past chair of the Organizations and the Natural Environment Interest Group of the America Academy of Management. Richard Laughlin M.Soc.Sc. Accounting (Birmingham) 1973, Ph.D. Accounting (Sheffield) 1985, F.C.A. (Chartered Accountant Associate 1969, Fellow 1979), F.R.S.A. (Fellow of the Royal Society of Arts, 1993). He worked as a trainee and manager in a professional accounting practice and as a consultant accountant before joining


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