- The Oxford Handbook of Management
- Acknowledgements
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
Abstract and Keywords
Management studies has “lost its way” by advancing instrumental research too frequently foreclosing its larger ethical and practical implications. The authors argue for bracketing the excessively technical and scientistic orientation of much management research by re-questioning the purposes, presuppositions and prejudices on which management and organization theories have been based. They explore philosophical approaches capable of grounding a restored public trust. These range from the use of phronesis (practical wisdom) in Business School curricula, rather than either pure techne or pure theoria, to recovering exemplars of codetermination in workplace practices and cultures that affirm in practice a deeper regard for human dignity than mere resource efficiency. These examples offer antidotes to entrenched managerialism in neoliberalism, embedding social and ecological concerns in organizational purposes. Management legitimacy is enhanced when viewed as a process accomplishing ends that support rather than alienate public confidence.
Keywords: phronesis, philosophical approaches, codetermination, Business School curricula, public trust
Stewart Clegg is Research Professor and Director of Centre for Management and Organization Studies Research at the University of Technology, Sydney; Visiting Professor 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 of Amsterdam; Visiting Professor at Copenhagen Business School and EM-Lyon. A prolific publisher in leading academic journals in social science, management, and organization theory, he is also the author and editor of many books.
Lecturer, Management Discipline Group, University of Technology Sydney
Lecturer, Management Discipline Group, University of Technology Sydney
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
Please subscribe or login to access full text content.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.
For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.
- The Oxford Handbook of Management
- Acknowledgements
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
