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Classics in Critical Management Studies
This authoritative collection presents seminal papers from leading academics on the evolving field of management studies. It encompasses sections on organization theory, organizational culture and behaviour as well as management specialisms. Professor Alvesson has selected key papers to reflect the scholarly debates and pivotal arguments surrounding the development of this field of study. This indispensable volume, with an original introduction by the editor, will be of immense value to students, scholars and practitioners interested in this topical and relevant field.
More Information
Contributors
Contents
More Information
This authoritative collection presents seminal papers from leading academics on the evolving field of management studies. It encompasses sections on organization theory, organizational culture and behaviour as well as management specialisms. Professor Alvesson has selected key papers to reflect the scholarly debates and pivotal arguments surrounding the development of this field of study. This indispensable volume, with an original introduction by the editor, will be of immense value to students, scholars and practitioners interested in this topical and relevant field.
Contributors
28 articles, dating from 1977 to 2009
Contributors include: P.S. Adler, K.L. Ashcraft, P. Fleming, Y. Gabriel, J.M. Jermier, D. Knights, R. Leidner, C. Perrow, B. Sievers, P. Thomson
Contributors include: P.S. Adler, K.L. Ashcraft, P. Fleming, Y. Gabriel, J.M. Jermier, D. Knights, R. Leidner, C. Perrow, B. Sievers, P. Thomson
Contents
Contents:
Acknowledgements
Introduction Mats Alvesson
PART I PERSPECTIVES AND DEBATES
1. Valérie Fournier and Chris Grey (2000), ‘At the Critical Moment: Conditions and Prospects for Critical Management Studies’
2. Paul Thomson (2004), ‘Brands, Boundaries and Bandwagons: A Critical Reflection on Critical Management Studies’
3. André Spicer, Mats Alvesson and Dan Kärreman (2009), ‘Critical Performativity: The Unfinished Business of Critical Management Studies’
PART II ORGANIZATION THEORY
4. Paul S. Adler and Bryan Borys (1996), ‘Two Types of Bureaucracy: Enabling and Coercive’
5. Mats Alvesson (1990), ‘Organization: From Substance to Image?’
6. Karen Lee Ashcraft (2001), ‘Organized Dissonance: Feminist Bureaucracy as Hybrid Form’
7. James R. Barker (1993), ‘Tightening the Iron Cage: Concertive Control in Self-Managing Teams’
8. J. Kenneth Benson (1977), ‘Organizations: A Dialectical View’
9. Yiannis Gabriel (2005), ‘Glass Cages and Glass Palaces: Images of Organizations in Image-Conscious Times’
10. Charles Perrow (1978), ‘Demystifying Organizations’
PART III ORGANIZATIONAL CULTURE
11. Allen W. Batteau (2000), ‘Negations and Ambiguities in the Cultures of Organization’
12. Michael Rosen (1985), ‘Breakfast at Spiro’s: Dramaturgy and Dominance’
13. John Van Maanen (1991), ‘The Smile Factory: Work at Disneyland’
PART IV ORGANIZATIONAL BEHAVIOUR
14. Mats Alvesson and Hugh Willmott (2002), ‘Identity Regulation as Organizational Control: Producing the Appropriate Individual’
15. Stanley Deetz (1998), ‘Discursive Formations, Strategized Subordination and Self-surveillance’
16. Peter Fleming and André Spicer (2003), ‘Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance’
17. John Forester (2003), ‘On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work’
18. Christopher Grey (1994), ‘Career as a Project of the Self and Labour Process Discipline’
19. David Knights and Hugh Willmott (1989), ‘Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations’
20. Robin Leidner (1991), ‘Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs’
21. Tim Newton (1998), ‘Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?’
22. Burkard Sievers (1986), ‘Beyond the Surrogate of Motivation’
PART V MANAGEMENT SPECIALISMS
23. John M. Jermier and Linda C. Forbes (2003), ‘Greening Organizations: Critical Issues’
24. David Knights and Glenn Morgan (1991), ‘Corporate Strategy, Organizations, and Subjectivity: A Critique’
25. Peter Miller and Ted O’Leary (1987), ‘Accounting and the Construction of the Governable Person’
26. Glenn Morgan (2003), ‘Marketing and Critique: Prospects and Problems’
27. Michael K. Power (2003), ‘Auditing and the Production of Legitimacy’
28. Barbara Townley (1993), ‘Foucault, Power/Knowledge, and its Relevance for Human Resource Management’
Index
Acknowledgements
Introduction Mats Alvesson
PART I PERSPECTIVES AND DEBATES
1. Valérie Fournier and Chris Grey (2000), ‘At the Critical Moment: Conditions and Prospects for Critical Management Studies’
2. Paul Thomson (2004), ‘Brands, Boundaries and Bandwagons: A Critical Reflection on Critical Management Studies’
3. André Spicer, Mats Alvesson and Dan Kärreman (2009), ‘Critical Performativity: The Unfinished Business of Critical Management Studies’
PART II ORGANIZATION THEORY
4. Paul S. Adler and Bryan Borys (1996), ‘Two Types of Bureaucracy: Enabling and Coercive’
5. Mats Alvesson (1990), ‘Organization: From Substance to Image?’
6. Karen Lee Ashcraft (2001), ‘Organized Dissonance: Feminist Bureaucracy as Hybrid Form’
7. James R. Barker (1993), ‘Tightening the Iron Cage: Concertive Control in Self-Managing Teams’
8. J. Kenneth Benson (1977), ‘Organizations: A Dialectical View’
9. Yiannis Gabriel (2005), ‘Glass Cages and Glass Palaces: Images of Organizations in Image-Conscious Times’
10. Charles Perrow (1978), ‘Demystifying Organizations’
PART III ORGANIZATIONAL CULTURE
11. Allen W. Batteau (2000), ‘Negations and Ambiguities in the Cultures of Organization’
12. Michael Rosen (1985), ‘Breakfast at Spiro’s: Dramaturgy and Dominance’
13. John Van Maanen (1991), ‘The Smile Factory: Work at Disneyland’
PART IV ORGANIZATIONAL BEHAVIOUR
14. Mats Alvesson and Hugh Willmott (2002), ‘Identity Regulation as Organizational Control: Producing the Appropriate Individual’
15. Stanley Deetz (1998), ‘Discursive Formations, Strategized Subordination and Self-surveillance’
16. Peter Fleming and André Spicer (2003), ‘Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance’
17. John Forester (2003), ‘On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work’
18. Christopher Grey (1994), ‘Career as a Project of the Self and Labour Process Discipline’
19. David Knights and Hugh Willmott (1989), ‘Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations’
20. Robin Leidner (1991), ‘Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs’
21. Tim Newton (1998), ‘Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?’
22. Burkard Sievers (1986), ‘Beyond the Surrogate of Motivation’
PART V MANAGEMENT SPECIALISMS
23. John M. Jermier and Linda C. Forbes (2003), ‘Greening Organizations: Critical Issues’
24. David Knights and Glenn Morgan (1991), ‘Corporate Strategy, Organizations, and Subjectivity: A Critique’
25. Peter Miller and Ted O’Leary (1987), ‘Accounting and the Construction of the Governable Person’
26. Glenn Morgan (2003), ‘Marketing and Critique: Prospects and Problems’
27. Michael K. Power (2003), ‘Auditing and the Production of Legitimacy’
28. Barbara Townley (1993), ‘Foucault, Power/Knowledge, and its Relevance for Human Resource Management’
Index
