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The Oxford Handbook of Critical Management Studies
Edited by Mats Alvesson, Todd Bridgman, and Hugh Willmott
604 pages
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246x171mm
978-0-19-923771-5
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Hardback
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18 June 2009
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This item is printed to order. Items which are printed to order are normally despatched and charged within 5-10 days.
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- This Handbook comprehensively maps out the terrain of Critical Management Studies, a vibrant and growing area of management studies
- Critical Management Studies questions the authority and relevance of mainstream thinking and practice, drawing on a range of established critical traditions
- The Handbook examines the main theoretical approaches of Critical Management Studies and its key themes, and considers what the approach has to say about the main areas of Management
- All contributors are experts in their area
- The Handbook ends by asking well-known authorities (including Linda L. Putnam, Anthony Hopwood, Gibson Burrell, Alessia Contu, John Child) to consider the progress and future of Critical Management Studies
Critical Management Studies (CMS) has emerged as a movement that questions the authority and relevance of mainstream thinking and practice. Critical of established social practices and institutional arrangements, it challenges prevailing systems of domination and promotes the development of alternatives to them.
CMS draws upon diverse critical traditions. Of particular importance for its initial articulation was the thinking of members of the Frankfurt School of Critical Theory. From these
foundations, CMS has grown into a pluralistic and inclusive movement incorporating a diverse range of perspectives - ranging from labour process theory to radical feminism. In recent times, a set of ideas broadly labelled 'poststructuralist' have been developed to complement and challenge the insights of Critical Theory, giving new impetus for scholars seeking to challenge the status quo and articulate a more inclusive and humane future for management practice.
The Oxford Handbook of Critical Management Studies provides an overview of theoretical approaches, key topics, issues, and subject specialisms in management studies, as well as a set of reflections on the progress and prospects of CMS. Contributors are all specialists in the respective fields and share a
concern to interrogate and challenge received wisdom about management theory and practice. Given the rapid growth of the CMS movement, its ever increasing theoretical and geographical diversity and its outreach into the public sphere, The Oxford Handbook of Critical Management Studies is a timely publication. In addition to UK contributors, where CMS has developed most rapidly, there is strong representation from North American contributors as well as from areas where CMS has taken hold more recently, such as Australasia.Readership: Academics, researchers, and students of Management and Organization Studies.
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Edited by Mats Alvesson, Professor in the Dept. of Business Administration, Lund University and Queensland Business School, Todd Bridgman, Senior Lecturer in Organizational Behaviour, Victoria Management School, University of Wellington, and Hugh Willmott, Research Professor in Organization Studies, Cardiff Business School Contributors:
Mats Alvesson, Professor of Business Administration, University of Lund, Sweden,
Karen Lee Ashcraft, Associate Professor, University of Utah and Visiting Professor, Lund University,
Subhabrata Bobby Banerjee, Professor of Management and Associate Dean
(Research), College of Business, University of Western Sydney,
Charles Booth, Reader in Strategy and Organization, Bristol Business School, University of the West of England,
Joanna Brewis, University of Leicester School of Management,
Todd Bridgman, Senior Lecturer in Organizational Behaviour, Victoria University of Wellington, New Zealand,
Gibson Burrell formerly Head of the School of Management, University of Leicester,
Chris Carter, Professor of Management and Co-Director of Research, University of St Andrews, Scotland,
John Child, Chair of Commerce, University of Birmingham,
Stewart Clegg, Research Professor and Director of CMOS Research, University of Technology, Sydney; Visiting Profess of
Organizational Change Management, Maastricht University Faculty of Business, Visiting Professor and International Fellow in Discourse and Management Theory, Centre of Comparative Social Studies, Vrije Universiteit, Amsterdam,
Alessia Contu,
Sadhvi Dar, Lecturer in Corporate Social Responsibility and Business Ethics, Queen Mary College, University of London,
Stanley Deetz, Professor of Communication and Director of Peace and Conflict Studies, University of Colorado,
Joanne Duberley, senior lecturer in Organizational Studies, Birmingham Business School, the University of Birmingham,
Mahmoud Ezzamel, Cardiff Professorial Fellow and Director of the Interdisciplinary Perspectives on Accounting Research Unit, Cardiff University,
Peter Fleming, Professor of Work and Organization, Queen Mary College, University of London,
Steve Frenkel, Professor of Organization and Employment Relations and Head of the Department of Organization & Management, Australian School of Business,
David Grant, Professor of Organizational Studies, Faculty of Economics and Business, the University of Sydney,
Anthony Hopwood, American Standard Companies Professor of Operations Management and Student of Christ Church, University of Oxford,
Debra Howcroft, Professor of Technology and Organisations, Manchester Business School,
Rick Iedema, Professor in Organisational Communication and Director of the Centre for Health Communication, University of Technology,
Sydney,
Gavin Jack, Reader in Culture and Consumption, School of Management, University of Leicester,
Roy Stager Jacques, Massey University, New Zealand,
Phil Johnson, Professor of Organization Studies School and Head of the OB/HRM division, Sheffield University Management,
Campbell Jones, Senior Lecturer in Critical Theory and Business Ethics, University of Leicester School of Management, and Visiting Professor, Department of Management, Politics, and Philosophy, Copenhagen Business School, Denmark,
Tom Keenoy, Professor of Management, University of Leicester,
John G. McClellan, University of Colorado at Boulder,
Matteo Mandarini, lecturer, School of Business and Management, Queen Mary University of
London,
Glenn Morgan, Professor of Organizational Behaviour, Warwick Business School, University of Warwick,
Tim Newton, Professor of Organisation and Society, University of Exeter,
Damian O'Doherty, Senior Lecturer in Organization Analysis, Manchester Business School, University of Manchester,
Cliff Oswick, Professor in Organization Theory, Queen Mary, University of London,
Nelson Phillips, Professor of Strategy and Organizational Behaviour, Imperial College London,
Michael I Reed, Professor of Organisational Analysis (Human Resource Management Section), Cardiff Business School, Cardiff University, Wales,
Keith Robson, Professor of Accounting, Cardiff Business School, Cardiff University,
Michael Rowlinson, Professor of Organization Studies, School of Business and Management, Queen Mary University of London,
Michael Saren, Professor of Marketing, Leicester University School of Management,
Andreas Georg Scherer, Professor of Business Administration and Theories of the Firm, and Director of the Institute of Organization and Administrative Science (IOU), University of Zurich, Switzerland,
André Spicer, Associate Professor (Reader), Warwick Business School,
Peter Svensson, Associate Professor, Department of Business Administration, Lund University, Sweden,
Robyn Thomas, Professor of Management, Cardiff Business School, and Ghoshal Fellow of the Advanced Institute of Management Research,
Paul Thompson,
Professor of Organisational Analysis, Business School, University of Strathclyde,
Hugh Willmott, Research Professor in Organization Studies, Cardiff Business School,
Edward Wray-Bliss, Senior Lecturer in Management, School of Management, University of Technology, Sydney.
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1: Mats Alvesson, Hugh Willmott, and Todd Bridgman: Introduction
Part I: Theoretical Approaches
2: Andreas G. Scherer: Critical Theory and its Contribution to the Emergence of Critical Management Studies
3: Michael I. Reed: Critical Realism in Critical Management Studies
4: Campbell Jones: Poststructuralism
5: Perspectives On Labour Process Theory
Paul Thompson: Labour Process Theory and Critical Management Studies
Damian P. O'Doherty: Retrieving the 'Missing Subject' in Labour Process Analysis: Towards Emancipation and Praxis
Part II: Key Topics and Issues
6: Tim Newton: Organisations and the Natural Environment
7: David Knights: Power at Work in Organizations
8: Robyn Thomas: Critical Management Studies on Identity: Mapping the Terrain
9: Subhabrata Bobby Banerjee, Chris Carter, and Stewart Clegg: Globalization
10: David Grant, Rick Iedema, and Cliff Oswick: Discourse and CMS
11: Joanna Brewis and Gavin Jack: Culture: Broadening the Critical Repertoire
12: Glenn Morgan and André Spicer: Critical Approaches to Organizational Change
13: Edward Wray-Bliss: Ethics
14: Michael Rowlinson, Roy Stager Jacques, and Charles Booth: Critical Management and Organizational History
15: Karen Lee Ashcraft: Gender and Diversity: Other Ways to 'Make a Difference'
16: Peter Fleming and Matteo Mandarini: Work
17: Joanne Duberley and Phil Johnson: Critical Management Methodology
Part III: Specialisms
18: Michael Saren and Peter Svensson: Critical Marketing Studies
19: Debra Howcroft: Critical Information Systems Research
20: Nelson Phillips and Sadhvi Dar: Strategy
21: Stanley Deetz and John G. McClellan: A Critical Look at Communication
22: Tom Keenoy: Human Resource Management
23: Mahmoud Ezzamel and Keith Robson: Critical Accounting
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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