Classics in critical management studies:
Gespeichert in:
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Cheltenham
Edward Elgar Pub. Ltd
2011
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| Beschreibung: | The recommended readings are available in the print version, or may be available via the link to your library's holdings |
| Beschreibung: | 1 Online-Ressource (1 v) |
| ISBN: | 9781784713959 |
| DOI: | 10.4337/9781784713959 |
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| 500 | |a The recommended readings are available in the print version, or may be available via the link to your library's holdings | ||
| 505 | 8 | |a Recommended readings (Machine generated): Ackroyd. S. and Thompson, P. (1999), Organizational Misbehaviour, London: Sage. -- Adler, P. (1999), 'Building better bureaucracies', Academy of Management Executive, 13 (4), 36-47. -- Alvesson, M. (2003), 'Critical organization studies', in B. Czarniawska and G. Sevon (eds), Northern Lights, Malmö and Oslo: Liber and Abstrakt. -- Alvesson, M. (2008), 'The future of critical management studies', in D. Barry and H. Hansen (eds), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Alvesson, M. and Billing, Y. (2009), Understanding Gender and Organization, London: Sage. -- Alvesson, M. and Deetz, S. (2000), Doing Critical Management Research, London: Sage. -- Alvesson, M., Bridgman, T. and Willmott, H. (eds) (2009), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- | |
| 505 | 8 | |a Alvesson, M., Hardy, C. and Harly, B. (2008), 'Reflecting on reflexivity: reappraising reflexive practice in organisation and management theory', Journal of Management Studies, 45 (3), 480-501. -- Alvesson, M. and Willmott, H. (eds) (1992), Critical Management Studies, London: Sage. -- Alvesson, M. and Willmott, H. (1996), Making Sense of Management: A Critical Analysis, London: Sage. -- Alvesson, M. and Willmott, H. (2002), 'Producing the appropriate individual. Identity regulation as organizational control', Journal of Management Studies, 39 (5), 619-44. -- Alvesson, M. and Willmott, H. (eds) (2003), Studying Management Critically, London: Sage. -- Anthony, P. (1977), The Ideology of Work, London: Tavistock. -- Ashcraft, K.L. (2009), 'Gender and diversity: other ways to make a difference', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- | |
| 505 | 8 | |a Barry, D. and Hansen, H. (eds) (2008), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Braverman, H. (1974), Labor and Monopoly Capital, New York: Monthly Review Press. -- Brewis, J. and Wray-Bliss, E. (2008), 'Re-searching ethics: towards a more reflexive critical management studies', Organization Studies, 2 (12), 1521-40. -- Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organizational Analysis, Aldershot: Gower. -- Calás, M. and Smircich, L. (1991), 'Voicing seduction to silence leadership', Organization Studies, 12, 567-602 | |
| 505 | 8 | |a Calás, M. and Smircich, L. (2006), 'From the "woman's " point of view: feminist approaches to organization studies', in S. Clegg, C. Hardy and Nord, W. (eds), Handbook of Organization Studies (2nd ed), London: Sage. -- Child, J. (2009), 'Challenging hierarchy', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Clegg, S. and Dunkerly, D. (1980), Organization, Class and Control, London: Routledge and Kegan Paul. -- Collinson, D. (2003), 'Identities and insecurities', Organization, 10 (3), 527-47. -- Collinson, D. and Hearn, J. (1996), 'Breaking the silence: on men, masculinities and managements', in D. Collinson and J. Hearn (eds), Men as Managers, Managers as Men, London: Sage. -- Deetz, S. (1992), Democracy in the Age of Corporate Colonization: Developments in Communication and the Politics of Everyday Life, Albany: State University of New York Press. -- | |
| 505 | 8 | |a DiMaggio, P.J. and Powell, W.W. (1983), 'The Iron Cage revisited: institutional isomorphism and collective rationality in organizational fields', American Sociological Review, 148, 147-60. -- Edwards, R. (1979), Contested Terrain, London: Heinemann. -- Foucault, M. (1977), Discipline and Punish, Harmondsworth: Penguin. -- Foucault, M. (1980), Power/Knowledge, New York: Pantheon. -- Foucault, M. (1983), 'Structuralism and post-structuralism: an interview with Michel Foucault' (with G. Raulet), Telos, 55, 195-211. -- Foucault, M. (1994), 'The art of telling the truth', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Galbraith, J.K. (1958), The Affluent Society, Harmondsworth: Penguin. -- Giddens, A. (1991), Modernity and Self-Identity: Self and Society in the Late Modern Age, Cambridge: Polity. -- Grey, C. and Willmott, H. (eds) (2005), Critical Management Studies, Oxford: Oxford University Press. -- | |
| 505 | 8 | |a Habermas, J. (1972), Knowledge and Human Interest, Boston: Beacon Press. -- Honneth, A. (1994), 'Foucault's theory of society: a systems-theoretic dissolution of the Dialectic of Enlightenment', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Horkheimer, M. (1937[1976]), 'Traditional and critical theory', in P. Connerton (ed.), Critical Sociology, Harmondsworth: Penguin. -- Jackall, R. (1988), Moral Mazes. The World of Corporate Managers, Oxford: Oxford University Press | |
| 505 | 8 | |a Kasser, T. (2002), The High Price of Materialism, Cambridge, MA: MIT Press. -- Knights, D. (1992), 'Changing spaces: the disruptive impact of a new epistemological location for the study of management', Academy of Management Review, 17, 514-36. -- Knights, D. (2009), 'Power at work in organizations', in M. Alvesson, T. Bridgman and H. Willmott, Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Knights, D. and Willmott, H. (1987), 'Organisational culture as management strategy', International Studies of Management and Organization, 17 (3), 40-63. -- Kunda, G. (1992), Engineering Culture: Control and Commitment in a High-Tech Corporation, Philadelphia: Temple University Press. -- Martin, J. (1990), 'Deconstructing organizational taboos: the suppression of gender conflict in organizations', Organization Science, 11, 339-59. -- | |
| 505 | 8 | |a Martin, J. (2003), 'Feminist theory and critical theory: unexplored synergies', in M. Alvesson and H. Willmott (eds), Studying Management Critically, London: Sage, pp. 66-91. -- Meyer, J. and Rowan, B. (1977), 'Institutionalized organizations: formal structure as myth and ceremony', American Journal of Sociology, 83, 340-63. -- Morgan, G. (1997), Images of Organization (2nd ed), Thousand Oaks, CA: Sage. -- Perrow, C. (1986), Complex Organizations: A Critical Essay (3rd ed), New York: Random House. -- Pfeffer, J. (1981), Power in Organizations, Boston, MA: Pitman. -- Pollay, R. (1986), 'The distorted mirror: reflections on the unintended consequences of advertising', Journal of Marketing, 50 (April), 18-36. -- Scarbrough, H. and Burrell, G. (1996), 'The axeman cometh: the changing roles and knowledges of middle managers', in S. Clegg and G. Palmer (eds), The Politics of Management Knowledge, London: Sage. -- | |
| 505 | 8 | |a Scherer, A.G. (2009), 'Critical theory and its contribution to Critical Management Studies', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Sennett, R. (1998), The Corrosion of Character, New York: Norton. -- Steffy, B.D. and Grimes, A.J. (1992), 'Personnel/organization psychology: a critique of the discipline', in M. Alvesson and H. Willmott (eds), Critical Management Studies, London: Sage. -- Thompson, P. (1993), 'Post-modernism: fatal distraction', in J. Hassard and M. Parker (eds), Postmodernism and Organizations, London: Sage. -- Willmott, H. (1993), 'Strength is ignorance; slavery is freedom: managing culture in modern organizations', Journal of Management Studies, 30 (4), 515-52.Watson, T. (1994), In Search of Management, London: Routledge | |
| 505 | 8 | |a Willmott, H. (2003), 'Organizational theory as a critical science', in H. Tsoukas and C. Knudsen (eds), The Oxford Handbook of Organizational Theory, Oxford: Oxford University Press. -- Valérie Fournier and Chris Grey (2000), 'At the Critical Moment: Conditions and Prospects for Critical Management Studies', Human Relations, 53 (1), 7-32 -- Paul Thompson (2004), 'Brands, Boundaries and Bandwagons: A Critical Reflection on Critical Management Studies', in Steve Fleetwood and Stephen Ackroyd (eds), Critical Realist Applications in Organisation and Management Studies, Chapter 2, London, UK and New York, NY: Routledge, 54-70 -- André Spicer, Mats Alvesson and Dan Kärreman (2009), 'Critical Performativity: The Unfinished Business of Critical Management Studies', Human Relations, 62 (4), 537-60 -- Paul S. Adler and Bryan Borys (1996), 'Two Types of Bureaucracy: Enabling and Coercive', Administrative Science Quarterly, 41 (1), March, 61-89 -- | |
| 505 | 8 | |a Mats Alvesson (1990), 'Organization: From Substance to Image?', Organization Studies, 11 (3), 373-94 -- Karen Lee Ashcraft (2001), 'Organized Dissonance: Feminist Bureaucracy as Hybrid Form', Academy of Management Journal, 44 (6), December, 1301-22 -- James R. Barker (1993), 'Tightening the Iron Cage: Concertive Control in Self-Managing Teams', Administrative Science Quarterly, 38 (3), September, 408-37 -- J. Kenneth Benson (1977), 'Organizations: A Dialectical View', Administrative Science Quarterly, 22 (1), March, 1-21 -- Yiannis Gabriel (2005), 'Glass Cages and Glass Palaces: Images of Organization in Image-conscious Times', Organization, 12 (1), 9-27 -- Charles Perrow (1978), 'Demystifying Organizations', in Rosemary C. Sarri and Yeheskel Hasenfeld (eds), The Management of Human Services, Chapter 5, New York, NY: Columbia University Press, 105-20 -- | |
| 505 | 8 | |a Allen W. Batteau (2000), 'Negations and Ambiguities in the Cultures of Organization', American Anthropologist, 102 (4), December, 726-40 -- Michael Rosen (1985), 'Breakfast at Spiro's: Dramaturgy and Dominance', Journal of Management, 11 (2), 31-48 -- John Van Maanen (1991), 'The Smile Factory: Work at Disneyland', in Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg and Joanne Martin (eds), Reframing Organizational Culture, Chapter 4, Newbury Park, CA: Sage Publications, Inc., 58-76, references -- Mats Alvesson and Hugh Willmott (2002), 'Identity Regulation as Organizational Control: Producing the Appropriate Individual', Journal of Management Studies, 39 (5), July, 619-44 -- Stanley Deetz (1998), 'Discursive Formations, Strategized Subordination and Self-surveillance', in Alan McKinlay and Ken Starkey (eds), Foucault, Management and Organization Theory: From Panopticon to Technologies of Self, Chapter 9, London, UK: Sage Publications Ltd, 151-72 -- | |
| 505 | 8 | |a Peter Fleming and André Spicer (2003), 'Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance', Organization, 10 (1), 157-79 -- John Forester (2003), 'On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 3, London, UK: Sage Publications Ltd, 46-65 -- Christopher Grey (1994), 'Career as a Project of the Self and Labour Process Discipline', Sociology, 28 (2), May, 479-97 | |
| 505 | 8 | |a David Knights and Hugh Willmott (1989), 'Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations', Sociology, 23 (4), November, 535-58 -- Robin Leidner (1991), 'Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs', Gender and Society, 5 (2), June, 154-77 -- Tim Newton (1998), 'Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?', Organization Studies, 19 (3), 415-47 -- Burkard Sievers (1986), 'Beyond the Surrogate of Motivation', Organization Studies, 7 (4), 335-51 -- John M. Jermier and Linda C. Forbes (2003), 'Greening Organizations: Critical Issues', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 8, London, UK: Sage Publications Ltd, 157-76 -- David Knights and Glenn Morgan (1991), 'Corporate Strategy, Organizations, and Subjectivity: A Critique', Organization Studies, 12 (2), 251-73 -- Peter Miller and Ted O'Leary (1987), 'Accounting and the Construction of the Governable Person', Accounting, Organizations and Society, 12 (3), 235-65 -- Glenn Morgan (2003), 'Marketing and Critique: Prospects and Problems', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 6, London, UK: Sage Publications Ltd, 111-31 -- Michael K. Power (2003), 'Auditing and the Production of Legitimacy', Accounting, Organizations and Society, 28, 379-94 -- Barbara Townley (1993), 'Foucault, Power/Knowledge, and its Relevance for Human Resource Management', Academy of Management Review, 18 (3), July, 518-45 | |
| 505 | 8 | |a This authoritative title 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 | |
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| contents | Recommended readings (Machine generated): Ackroyd. S. and Thompson, P. (1999), Organizational Misbehaviour, London: Sage. -- Adler, P. (1999), 'Building better bureaucracies', Academy of Management Executive, 13 (4), 36-47. -- Alvesson, M. (2003), 'Critical organization studies', in B. Czarniawska and G. Sevon (eds), Northern Lights, Malmö and Oslo: Liber and Abstrakt. -- Alvesson, M. (2008), 'The future of critical management studies', in D. Barry and H. Hansen (eds), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Alvesson, M. and Billing, Y. (2009), Understanding Gender and Organization, London: Sage. -- Alvesson, M. and Deetz, S. (2000), Doing Critical Management Research, London: Sage. -- Alvesson, M., Bridgman, T. and Willmott, H. (eds) (2009), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Alvesson, M., Hardy, C. and Harly, B. (2008), 'Reflecting on reflexivity: reappraising reflexive practice in organisation and management theory', Journal of Management Studies, 45 (3), 480-501. -- Alvesson, M. and Willmott, H. (eds) (1992), Critical Management Studies, London: Sage. -- Alvesson, M. and Willmott, H. (1996), Making Sense of Management: A Critical Analysis, London: Sage. -- Alvesson, M. and Willmott, H. (2002), 'Producing the appropriate individual. Identity regulation as organizational control', Journal of Management Studies, 39 (5), 619-44. -- Alvesson, M. and Willmott, H. (eds) (2003), Studying Management Critically, London: Sage. -- Anthony, P. (1977), The Ideology of Work, London: Tavistock. -- Ashcraft, K.L. (2009), 'Gender and diversity: other ways to make a difference', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Barry, D. and Hansen, H. (eds) (2008), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Braverman, H. (1974), Labor and Monopoly Capital, New York: Monthly Review Press. -- Brewis, J. and Wray-Bliss, E. (2008), 'Re-searching ethics: towards a more reflexive critical management studies', Organization Studies, 2 (12), 1521-40. -- Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organizational Analysis, Aldershot: Gower. -- Calás, M. and Smircich, L. (1991), 'Voicing seduction to silence leadership', Organization Studies, 12, 567-602 Calás, M. and Smircich, L. (2006), 'From the "woman's " point of view: feminist approaches to organization studies', in S. Clegg, C. Hardy and Nord, W. (eds), Handbook of Organization Studies (2nd ed), London: Sage. -- Child, J. (2009), 'Challenging hierarchy', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Clegg, S. and Dunkerly, D. (1980), Organization, Class and Control, London: Routledge and Kegan Paul. -- Collinson, D. (2003), 'Identities and insecurities', Organization, 10 (3), 527-47. -- Collinson, D. and Hearn, J. (1996), 'Breaking the silence: on men, masculinities and managements', in D. Collinson and J. Hearn (eds), Men as Managers, Managers as Men, London: Sage. -- Deetz, S. (1992), Democracy in the Age of Corporate Colonization: Developments in Communication and the Politics of Everyday Life, Albany: State University of New York Press. -- DiMaggio, P.J. and Powell, W.W. (1983), 'The Iron Cage revisited: institutional isomorphism and collective rationality in organizational fields', American Sociological Review, 148, 147-60. -- Edwards, R. (1979), Contested Terrain, London: Heinemann. -- Foucault, M. (1977), Discipline and Punish, Harmondsworth: Penguin. -- Foucault, M. (1980), Power/Knowledge, New York: Pantheon. -- Foucault, M. (1983), 'Structuralism and post-structuralism: an interview with Michel Foucault' (with G. Raulet), Telos, 55, 195-211. -- Foucault, M. (1994), 'The art of telling the truth', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Galbraith, J.K. (1958), The Affluent Society, Harmondsworth: Penguin. -- Giddens, A. (1991), Modernity and Self-Identity: Self and Society in the Late Modern Age, Cambridge: Polity. -- Grey, C. and Willmott, H. (eds) (2005), Critical Management Studies, Oxford: Oxford University Press. -- Habermas, J. (1972), Knowledge and Human Interest, Boston: Beacon Press. -- Honneth, A. (1994), 'Foucault's theory of society: a systems-theoretic dissolution of the Dialectic of Enlightenment', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Horkheimer, M. (1937[1976]), 'Traditional and critical theory', in P. Connerton (ed.), Critical Sociology, Harmondsworth: Penguin. -- Jackall, R. (1988), Moral Mazes. The World of Corporate Managers, Oxford: Oxford University Press Kasser, T. (2002), The High Price of Materialism, Cambridge, MA: MIT Press. -- Knights, D. (1992), 'Changing spaces: the disruptive impact of a new epistemological location for the study of management', Academy of Management Review, 17, 514-36. -- Knights, D. (2009), 'Power at work in organizations', in M. Alvesson, T. Bridgman and H. Willmott, Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Knights, D. and Willmott, H. (1987), 'Organisational culture as management strategy', International Studies of Management and Organization, 17 (3), 40-63. -- Kunda, G. (1992), Engineering Culture: Control and Commitment in a High-Tech Corporation, Philadelphia: Temple University Press. -- Martin, J. (1990), 'Deconstructing organizational taboos: the suppression of gender conflict in organizations', Organization Science, 11, 339-59. -- Martin, J. (2003), 'Feminist theory and critical theory: unexplored synergies', in M. Alvesson and H. Willmott (eds), Studying Management Critically, London: Sage, pp. 66-91. -- Meyer, J. and Rowan, B. (1977), 'Institutionalized organizations: formal structure as myth and ceremony', American Journal of Sociology, 83, 340-63. -- Morgan, G. (1997), Images of Organization (2nd ed), Thousand Oaks, CA: Sage. -- Perrow, C. (1986), Complex Organizations: A Critical Essay (3rd ed), New York: Random House. -- Pfeffer, J. (1981), Power in Organizations, Boston, MA: Pitman. -- Pollay, R. (1986), 'The distorted mirror: reflections on the unintended consequences of advertising', Journal of Marketing, 50 (April), 18-36. -- Scarbrough, H. and Burrell, G. (1996), 'The axeman cometh: the changing roles and knowledges of middle managers', in S. Clegg and G. Palmer (eds), The Politics of Management Knowledge, London: Sage. -- Scherer, A.G. (2009), 'Critical theory and its contribution to Critical Management Studies', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Sennett, R. (1998), The Corrosion of Character, New York: Norton. -- Steffy, B.D. and Grimes, A.J. (1992), 'Personnel/organization psychology: a critique of the discipline', in M. Alvesson and H. Willmott (eds), Critical Management Studies, London: Sage. -- Thompson, P. (1993), 'Post-modernism: fatal distraction', in J. Hassard and M. Parker (eds), Postmodernism and Organizations, London: Sage. -- Willmott, H. (1993), 'Strength is ignorance; slavery is freedom: managing culture in modern organizations', Journal of Management Studies, 30 (4), 515-52.Watson, T. (1994), In Search of Management, London: Routledge Willmott, H. (2003), 'Organizational theory as a critical science', in H. Tsoukas and C. Knudsen (eds), The Oxford Handbook of Organizational Theory, Oxford: Oxford University Press. -- Valérie Fournier and Chris Grey (2000), 'At the Critical Moment: Conditions and Prospects for Critical Management Studies', Human Relations, 53 (1), 7-32 -- Paul Thompson (2004), 'Brands, Boundaries and Bandwagons: A Critical Reflection on Critical Management Studies', in Steve Fleetwood and Stephen Ackroyd (eds), Critical Realist Applications in Organisation and Management Studies, Chapter 2, London, UK and New York, NY: Routledge, 54-70 -- André Spicer, Mats Alvesson and Dan Kärreman (2009), 'Critical Performativity: The Unfinished Business of Critical Management Studies', Human Relations, 62 (4), 537-60 -- Paul S. Adler and Bryan Borys (1996), 'Two Types of Bureaucracy: Enabling and Coercive', Administrative Science Quarterly, 41 (1), March, 61-89 -- Mats Alvesson (1990), 'Organization: From Substance to Image?', Organization Studies, 11 (3), 373-94 -- Karen Lee Ashcraft (2001), 'Organized Dissonance: Feminist Bureaucracy as Hybrid Form', Academy of Management Journal, 44 (6), December, 1301-22 -- James R. Barker (1993), 'Tightening the Iron Cage: Concertive Control in Self-Managing Teams', Administrative Science Quarterly, 38 (3), September, 408-37 -- J. Kenneth Benson (1977), 'Organizations: A Dialectical View', Administrative Science Quarterly, 22 (1), March, 1-21 -- Yiannis Gabriel (2005), 'Glass Cages and Glass Palaces: Images of Organization in Image-conscious Times', Organization, 12 (1), 9-27 -- Charles Perrow (1978), 'Demystifying Organizations', in Rosemary C. Sarri and Yeheskel Hasenfeld (eds), The Management of Human Services, Chapter 5, New York, NY: Columbia University Press, 105-20 -- Allen W. Batteau (2000), 'Negations and Ambiguities in the Cultures of Organization', American Anthropologist, 102 (4), December, 726-40 -- Michael Rosen (1985), 'Breakfast at Spiro's: Dramaturgy and Dominance', Journal of Management, 11 (2), 31-48 -- John Van Maanen (1991), 'The Smile Factory: Work at Disneyland', in Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg and Joanne Martin (eds), Reframing Organizational Culture, Chapter 4, Newbury Park, CA: Sage Publications, Inc., 58-76, references -- Mats Alvesson and Hugh Willmott (2002), 'Identity Regulation as Organizational Control: Producing the Appropriate Individual', Journal of Management Studies, 39 (5), July, 619-44 -- Stanley Deetz (1998), 'Discursive Formations, Strategized Subordination and Self-surveillance', in Alan McKinlay and Ken Starkey (eds), Foucault, Management and Organization Theory: From Panopticon to Technologies of Self, Chapter 9, London, UK: Sage Publications Ltd, 151-72 -- Peter Fleming and André Spicer (2003), 'Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance', Organization, 10 (1), 157-79 -- John Forester (2003), 'On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 3, London, UK: Sage Publications Ltd, 46-65 -- Christopher Grey (1994), 'Career as a Project of the Self and Labour Process Discipline', Sociology, 28 (2), May, 479-97 David Knights and Hugh Willmott (1989), 'Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations', Sociology, 23 (4), November, 535-58 -- Robin Leidner (1991), 'Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs', Gender and Society, 5 (2), June, 154-77 -- Tim Newton (1998), 'Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?', Organization Studies, 19 (3), 415-47 -- Burkard Sievers (1986), 'Beyond the Surrogate of Motivation', Organization Studies, 7 (4), 335-51 -- John M. Jermier and Linda C. Forbes (2003), 'Greening Organizations: Critical Issues', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 8, London, UK: Sage Publications Ltd, 157-76 -- David Knights and Glenn Morgan (1991), 'Corporate Strategy, Organizations, and Subjectivity: A Critique', Organization Studies, 12 (2), 251-73 -- Peter Miller and Ted O'Leary (1987), 'Accounting and the Construction of the Governable Person', Accounting, Organizations and Society, 12 (3), 235-65 -- Glenn Morgan (2003), 'Marketing and Critique: Prospects and Problems', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 6, London, UK: Sage Publications Ltd, 111-31 -- Michael K. Power (2003), 'Auditing and the Production of Legitimacy', Accounting, Organizations and Society, 28, 379-94 -- Barbara Townley (1993), 'Foucault, Power/Knowledge, and its Relevance for Human Resource Management', Academy of Management Review, 18 (3), July, 518-45 This authoritative title 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 |
| ctrlnum | (ZDB-1-EWE)NLM010898174 (OCoLC)1312689730 (DE-599)BVBBV047923907 |
| doi_str_mv | 10.4337/9781784713959 |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nmm a2200000zc 4500</leader><controlfield tag="001">BV047923907</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20240220</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">220411s2011 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781784713959</subfield><subfield code="9">978-1-78471-395-9</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.4337/9781784713959</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-1-EWE)NLM010898174</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1312689730</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV047923907</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-12</subfield><subfield code="a">DE-634</subfield><subfield code="a">DE-1043</subfield><subfield code="a">DE-1046</subfield><subfield code="a">DE-573</subfield><subfield code="a">DE-M347</subfield><subfield code="a">DE-898</subfield><subfield code="a">DE-859</subfield><subfield code="a">DE-860</subfield><subfield code="a">DE-861</subfield><subfield code="a">DE-863</subfield><subfield code="a">DE-862</subfield><subfield code="a">DE-Re13</subfield><subfield code="a">DE-91</subfield><subfield code="a">DE-384</subfield><subfield code="a">DE-473</subfield><subfield code="a">DE-19</subfield><subfield code="a">DE-355</subfield><subfield code="a">DE-703</subfield><subfield code="a">DE-20</subfield><subfield code="a">DE-706</subfield><subfield code="a">DE-824</subfield><subfield code="a">DE-29</subfield><subfield code="a">DE-739</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Alvesson, Mats</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Classics in critical management studies</subfield><subfield code="c">Mats Alvesson</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cheltenham</subfield><subfield code="b">Edward Elgar Pub. Ltd</subfield><subfield code="c">2011</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (1 v)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">The recommended readings are available in the print version, or may be available via the link to your library's holdings</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Recommended readings (Machine generated): Ackroyd. S. and Thompson, P. (1999), Organizational Misbehaviour, London: Sage. -- Adler, P. (1999), 'Building better bureaucracies', Academy of Management Executive, 13 (4), 36-47. -- Alvesson, M. (2003), 'Critical organization studies', in B. Czarniawska and G. Sevon (eds), Northern Lights, Malmö and Oslo: Liber and Abstrakt. -- Alvesson, M. (2008), 'The future of critical management studies', in D. Barry and H. Hansen (eds), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Alvesson, M. and Billing, Y. (2009), Understanding Gender and Organization, London: Sage. -- Alvesson, M. and Deetz, S. (2000), Doing Critical Management Research, London: Sage. -- Alvesson, M., Bridgman, T. and Willmott, H. (eds) (2009), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Alvesson, M., Hardy, C. and Harly, B. (2008), 'Reflecting on reflexivity: reappraising reflexive practice in organisation and management theory', Journal of Management Studies, 45 (3), 480-501. -- Alvesson, M. and Willmott, H. (eds) (1992), Critical Management Studies, London: Sage. -- Alvesson, M. and Willmott, H. (1996), Making Sense of Management: A Critical Analysis, London: Sage. -- Alvesson, M. and Willmott, H. (2002), 'Producing the appropriate individual. Identity regulation as organizational control', Journal of Management Studies, 39 (5), 619-44. -- Alvesson, M. and Willmott, H. (eds) (2003), Studying Management Critically, London: Sage. -- Anthony, P. (1977), The Ideology of Work, London: Tavistock. -- Ashcraft, K.L. (2009), 'Gender and diversity: other ways to make a difference', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Barry, D. and Hansen, H. (eds) (2008), The Sage Handbook of New Perspectives on Organization Studies, London: Sage. -- Braverman, H. (1974), Labor and Monopoly Capital, New York: Monthly Review Press. -- Brewis, J. and Wray-Bliss, E. (2008), 'Re-searching ethics: towards a more reflexive critical management studies', Organization Studies, 2 (12), 1521-40. -- Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organizational Analysis, Aldershot: Gower. -- Calás, M. and Smircich, L. (1991), 'Voicing seduction to silence leadership', Organization Studies, 12, 567-602</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Calás, M. and Smircich, L. (2006), 'From the "woman's " point of view: feminist approaches to organization studies', in S. Clegg, C. Hardy and Nord, W. (eds), Handbook of Organization Studies (2nd ed), London: Sage. -- Child, J. (2009), 'Challenging hierarchy', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Clegg, S. and Dunkerly, D. (1980), Organization, Class and Control, London: Routledge and Kegan Paul. -- Collinson, D. (2003), 'Identities and insecurities', Organization, 10 (3), 527-47. -- Collinson, D. and Hearn, J. (1996), 'Breaking the silence: on men, masculinities and managements', in D. Collinson and J. Hearn (eds), Men as Managers, Managers as Men, London: Sage. -- Deetz, S. (1992), Democracy in the Age of Corporate Colonization: Developments in Communication and the Politics of Everyday Life, Albany: State University of New York Press. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">DiMaggio, P.J. and Powell, W.W. (1983), 'The Iron Cage revisited: institutional isomorphism and collective rationality in organizational fields', American Sociological Review, 148, 147-60. -- Edwards, R. (1979), Contested Terrain, London: Heinemann. -- Foucault, M. (1977), Discipline and Punish, Harmondsworth: Penguin. -- Foucault, M. (1980), Power/Knowledge, New York: Pantheon. -- Foucault, M. (1983), 'Structuralism and post-structuralism: an interview with Michel Foucault' (with G. Raulet), Telos, 55, 195-211. -- Foucault, M. (1994), 'The art of telling the truth', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Galbraith, J.K. (1958), The Affluent Society, Harmondsworth: Penguin. -- Giddens, A. (1991), Modernity and Self-Identity: Self and Society in the Late Modern Age, Cambridge: Polity. -- Grey, C. and Willmott, H. (eds) (2005), Critical Management Studies, Oxford: Oxford University Press. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Habermas, J. (1972), Knowledge and Human Interest, Boston: Beacon Press. -- Honneth, A. (1994), 'Foucault's theory of society: a systems-theoretic dissolution of the Dialectic of Enlightenment', in M. Kelly (ed.), Critique and Power, Cambridge: MIT Press. -- Horkheimer, M. (1937[1976]), 'Traditional and critical theory', in P. Connerton (ed.), Critical Sociology, Harmondsworth: Penguin. -- Jackall, R. (1988), Moral Mazes. The World of Corporate Managers, Oxford: Oxford University Press</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Kasser, T. (2002), The High Price of Materialism, Cambridge, MA: MIT Press. -- Knights, D. (1992), 'Changing spaces: the disruptive impact of a new epistemological location for the study of management', Academy of Management Review, 17, 514-36. -- Knights, D. (2009), 'Power at work in organizations', in M. Alvesson, T. Bridgman and H. Willmott, Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Knights, D. and Willmott, H. (1987), 'Organisational culture as management strategy', International Studies of Management and Organization, 17 (3), 40-63. -- Kunda, G. (1992), Engineering Culture: Control and Commitment in a High-Tech Corporation, Philadelphia: Temple University Press. -- Martin, J. (1990), 'Deconstructing organizational taboos: the suppression of gender conflict in organizations', Organization Science, 11, 339-59. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Martin, J. (2003), 'Feminist theory and critical theory: unexplored synergies', in M. Alvesson and H. Willmott (eds), Studying Management Critically, London: Sage, pp. 66-91. -- Meyer, J. and Rowan, B. (1977), 'Institutionalized organizations: formal structure as myth and ceremony', American Journal of Sociology, 83, 340-63. -- Morgan, G. (1997), Images of Organization (2nd ed), Thousand Oaks, CA: Sage. -- Perrow, C. (1986), Complex Organizations: A Critical Essay (3rd ed), New York: Random House. -- Pfeffer, J. (1981), Power in Organizations, Boston, MA: Pitman. -- Pollay, R. (1986), 'The distorted mirror: reflections on the unintended consequences of advertising', Journal of Marketing, 50 (April), 18-36. -- Scarbrough, H. and Burrell, G. (1996), 'The axeman cometh: the changing roles and knowledges of middle managers', in S. Clegg and G. Palmer (eds), The Politics of Management Knowledge, London: Sage. --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Scherer, A.G. (2009), 'Critical theory and its contribution to Critical Management Studies', in M. Alvesson, T. Bridgman and H. Willmott (eds), Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Sennett, R. (1998), The Corrosion of Character, New York: Norton. -- Steffy, B.D. and Grimes, A.J. (1992), 'Personnel/organization psychology: a critique of the discipline', in M. Alvesson and H. Willmott (eds), Critical Management Studies, London: Sage. -- Thompson, P. (1993), 'Post-modernism: fatal distraction', in J. Hassard and M. Parker (eds), Postmodernism and Organizations, London: Sage. -- Willmott, H. (1993), 'Strength is ignorance; slavery is freedom: managing culture in modern organizations', Journal of Management Studies, 30 (4), 515-52.Watson, T. (1994), In Search of Management, London: Routledge</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Willmott, H. (2003), 'Organizational theory as a critical science', in H. Tsoukas and C. Knudsen (eds), The Oxford Handbook of Organizational Theory, Oxford: Oxford University Press. -- Valérie Fournier and Chris Grey (2000), 'At the Critical Moment: Conditions and Prospects for Critical Management Studies', Human Relations, 53 (1), 7-32 -- Paul Thompson (2004), 'Brands, Boundaries and Bandwagons: A Critical Reflection on Critical Management Studies', in Steve Fleetwood and Stephen Ackroyd (eds), Critical Realist Applications in Organisation and Management Studies, Chapter 2, London, UK and New York, NY: Routledge, 54-70 -- André Spicer, Mats Alvesson and Dan Kärreman (2009), 'Critical Performativity: The Unfinished Business of Critical Management Studies', Human Relations, 62 (4), 537-60 -- Paul S. Adler and Bryan Borys (1996), 'Two Types of Bureaucracy: Enabling and Coercive', Administrative Science Quarterly, 41 (1), March, 61-89 --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Mats Alvesson (1990), 'Organization: From Substance to Image?', Organization Studies, 11 (3), 373-94 -- Karen Lee Ashcraft (2001), 'Organized Dissonance: Feminist Bureaucracy as Hybrid Form', Academy of Management Journal, 44 (6), December, 1301-22 -- James R. Barker (1993), 'Tightening the Iron Cage: Concertive Control in Self-Managing Teams', Administrative Science Quarterly, 38 (3), September, 408-37 -- J. Kenneth Benson (1977), 'Organizations: A Dialectical View', Administrative Science Quarterly, 22 (1), March, 1-21 -- Yiannis Gabriel (2005), 'Glass Cages and Glass Palaces: Images of Organization in Image-conscious Times', Organization, 12 (1), 9-27 -- Charles Perrow (1978), 'Demystifying Organizations', in Rosemary C. Sarri and Yeheskel Hasenfeld (eds), The Management of Human Services, Chapter 5, New York, NY: Columbia University Press, 105-20 --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Allen W. Batteau (2000), 'Negations and Ambiguities in the Cultures of Organization', American Anthropologist, 102 (4), December, 726-40 -- Michael Rosen (1985), 'Breakfast at Spiro's: Dramaturgy and Dominance', Journal of Management, 11 (2), 31-48 -- John Van Maanen (1991), 'The Smile Factory: Work at Disneyland', in Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg and Joanne Martin (eds), Reframing Organizational Culture, Chapter 4, Newbury Park, CA: Sage Publications, Inc., 58-76, references -- Mats Alvesson and Hugh Willmott (2002), 'Identity Regulation as Organizational Control: Producing the Appropriate Individual', Journal of Management Studies, 39 (5), July, 619-44 -- Stanley Deetz (1998), 'Discursive Formations, Strategized Subordination and Self-surveillance', in Alan McKinlay and Ken Starkey (eds), Foucault, Management and Organization Theory: From Panopticon to Technologies of Self, Chapter 9, London, UK: Sage Publications Ltd, 151-72 --</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Peter Fleming and André Spicer (2003), 'Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance', Organization, 10 (1), 157-79 -- John Forester (2003), 'On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 3, London, UK: Sage Publications Ltd, 46-65 -- Christopher Grey (1994), 'Career as a Project of the Self and Labour Process Discipline', Sociology, 28 (2), May, 479-97</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">David Knights and Hugh Willmott (1989), 'Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations', Sociology, 23 (4), November, 535-58 -- Robin Leidner (1991), 'Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs', Gender and Society, 5 (2), June, 154-77 -- Tim Newton (1998), 'Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?', Organization Studies, 19 (3), 415-47 -- Burkard Sievers (1986), 'Beyond the Surrogate of Motivation', Organization Studies, 7 (4), 335-51 -- John M. Jermier and Linda C. Forbes (2003), 'Greening Organizations: Critical Issues', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 8, London, UK: Sage Publications Ltd, 157-76 -- David Knights and Glenn Morgan (1991), 'Corporate Strategy, Organizations, and Subjectivity: A Critique', Organization Studies, 12 (2), 251-73 -- Peter Miller and Ted O'Leary (1987), 'Accounting and the Construction of the Governable Person', Accounting, Organizations and Society, 12 (3), 235-65 -- Glenn Morgan (2003), 'Marketing and Critique: Prospects and Problems', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 6, London, UK: Sage Publications Ltd, 111-31 -- Michael K. Power (2003), 'Auditing and the Production of Legitimacy', Accounting, Organizations and Society, 28, 379-94 -- Barbara Townley (1993), 'Foucault, Power/Knowledge, and its Relevance for Human Resource Management', Academy of Management Review, 18 (3), July, 518-45</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">This authoritative title 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. 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| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:33:55Z |
| indexdate | 2024-08-05T08:44:17Z |
| institution | BVB |
| isbn | 9781784713959 |
| language | English |
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The World of Corporate Managers, Oxford: Oxford University Press Kasser, T. (2002), The High Price of Materialism, Cambridge, MA: MIT Press. -- Knights, D. (1992), 'Changing spaces: the disruptive impact of a new epistemological location for the study of management', Academy of Management Review, 17, 514-36. -- Knights, D. (2009), 'Power at work in organizations', in M. Alvesson, T. Bridgman and H. Willmott, Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press. -- Knights, D. and Willmott, H. (1987), 'Organisational culture as management strategy', International Studies of Management and Organization, 17 (3), 40-63. -- Kunda, G. (1992), Engineering Culture: Control and Commitment in a High-Tech Corporation, Philadelphia: Temple University Press. -- Martin, J. (1990), 'Deconstructing organizational taboos: the suppression of gender conflict in organizations', Organization Science, 11, 339-59. -- Martin, J. 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Adler and Bryan Borys (1996), 'Two Types of Bureaucracy: Enabling and Coercive', Administrative Science Quarterly, 41 (1), March, 61-89 -- Mats Alvesson (1990), 'Organization: From Substance to Image?', Organization Studies, 11 (3), 373-94 -- Karen Lee Ashcraft (2001), 'Organized Dissonance: Feminist Bureaucracy as Hybrid Form', Academy of Management Journal, 44 (6), December, 1301-22 -- James R. Barker (1993), 'Tightening the Iron Cage: Concertive Control in Self-Managing Teams', Administrative Science Quarterly, 38 (3), September, 408-37 -- J. Kenneth Benson (1977), 'Organizations: A Dialectical View', Administrative Science Quarterly, 22 (1), March, 1-21 -- Yiannis Gabriel (2005), 'Glass Cages and Glass Palaces: Images of Organization in Image-conscious Times', Organization, 12 (1), 9-27 -- Charles Perrow (1978), 'Demystifying Organizations', in Rosemary C. Sarri and Yeheskel Hasenfeld (eds), The Management of Human Services, Chapter 5, New York, NY: Columbia University Press, 105-20 -- Allen W. Batteau (2000), 'Negations and Ambiguities in the Cultures of Organization', American Anthropologist, 102 (4), December, 726-40 -- Michael Rosen (1985), 'Breakfast at Spiro's: Dramaturgy and Dominance', Journal of Management, 11 (2), 31-48 -- John Van Maanen (1991), 'The Smile Factory: Work at Disneyland', in Peter J. Frost, Larry F. Moore, Meryl Reis Louis, Craig C. Lundberg and Joanne Martin (eds), Reframing Organizational Culture, Chapter 4, Newbury Park, CA: Sage Publications, Inc., 58-76, references -- Mats Alvesson and Hugh Willmott (2002), 'Identity Regulation as Organizational Control: Producing the Appropriate Individual', Journal of Management Studies, 39 (5), July, 619-44 -- Stanley Deetz (1998), 'Discursive Formations, Strategized Subordination and Self-surveillance', in Alan McKinlay and Ken Starkey (eds), Foucault, Management and Organization Theory: From Panopticon to Technologies of Self, Chapter 9, London, UK: Sage Publications Ltd, 151-72 -- Peter Fleming and André Spicer (2003), 'Working at a Cynical Distance: Implications for Power, Subjectivity and Resistance', Organization, 10 (1), 157-79 -- John Forester (2003), 'On Fieldwork in a Habermasian Way: Critical Ethnography and the Extra-ordinary Character of Ordinary Professional Work', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 3, London, UK: Sage Publications Ltd, 46-65 -- Christopher Grey (1994), 'Career as a Project of the Self and Labour Process Discipline', Sociology, 28 (2), May, 479-97 David Knights and Hugh Willmott (1989), 'Power and Subjectivity at Work: From Degradation to Subjugation in Social Relations', Sociology, 23 (4), November, 535-58 -- Robin Leidner (1991), 'Serving Hamburgers and Selling Insurance: Gender, Work, and Identity in Interactive Service Jobs', Gender and Society, 5 (2), June, 154-77 -- Tim Newton (1998), 'Theorizing Subjectivity in Organizations: The Failure of Foucauldian Studies?', Organization Studies, 19 (3), 415-47 -- Burkard Sievers (1986), 'Beyond the Surrogate of Motivation', Organization Studies, 7 (4), 335-51 -- John M. Jermier and Linda C. Forbes (2003), 'Greening Organizations: Critical Issues', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 8, London, UK: Sage Publications Ltd, 157-76 -- David Knights and Glenn Morgan (1991), 'Corporate Strategy, Organizations, and Subjectivity: A Critique', Organization Studies, 12 (2), 251-73 -- Peter Miller and Ted O'Leary (1987), 'Accounting and the Construction of the Governable Person', Accounting, Organizations and Society, 12 (3), 235-65 -- Glenn Morgan (2003), 'Marketing and Critique: Prospects and Problems', in Mats Alvesson and Hugh Willmott (eds), Studying Management Critically, Chapter 6, London, UK: Sage Publications Ltd, 111-31 -- Michael K. Power (2003), 'Auditing and the Production of Legitimacy', Accounting, Organizations and Society, 28, 379-94 -- Barbara Townley (1993), 'Foucault, Power/Knowledge, and its Relevance for Human Resource Management', Academy of Management Review, 18 (3), July, 518-45 This authoritative title 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 Management Critical theory |
| title | Classics in critical management studies |
| title_auth | Classics in critical management studies |
| title_exact_search | Classics in critical management studies |
| title_exact_search_txtP | Classics in critical management studies |
| title_full | Classics in critical management studies Mats Alvesson |
| title_fullStr | Classics in critical management studies Mats Alvesson |
| title_full_unstemmed | Classics in critical management studies Mats Alvesson |
| title_short | Classics in critical management studies |
| title_sort | classics in critical management studies |
| topic | Management Critical theory |
| topic_facet | Management Critical theory |
| url | https://doi.org/10.4337/9781784713959 |
| work_keys_str_mv | AT alvessonmats classicsincriticalmanagementstudies |