- List of Figures
- List of Tables
- Editor Biographies
- Author Biographies
- Critical Theory and its Contribution to Critical Management Studies
- Critical Realism in Critical Management Studies
- Poststructuralism in Critical Management Studies
- Perspectives on Labor Process Theory
- Organizations and the Natural Environment
- Power at Work in Organizations
- Critical Management Studies on Identity: Mapping the Terrain
- Managing Globalization
- Discourse and Critical Management Studies
- Culture: Broadening the Critical Repertoire
- Critical Approaches to Organizational Change
- Ethics: Critique, Ambivalence, and Infinite Responsibilities (Unmet)
- Critical Management and Organizational History
- Gender and Diversity: Other Ways to “Make a Difference”
- Towards a Workers' Society? New Perspectives on Work and Emancipation
- Critical Management Methodology
- Information Systems
- Human Resource Management
- Challenging Hierarchy
- On Striving to Give a Critical Edge to Critical Management Studies
- Critical Reflections on Labor Process Theory, Work, and Management
- Critical Management Education
- Handbooks, Swarms, and Living Dangerously
Abstract and Keywords
Depending on how one looks at it, communication is a remarkably simple or a perplexingly complex issue in organization and management studies. Communication, for instance, is frequently seen as one of the many things present in organizations along with structures, decision making, workforce direction, leadership, marketing, and so forth – communication as a management tool. It is also often perceived as a ubiquitous mechanism by which each of these activities occurs – communication as a primary means of management operation. Increasingly, however, communication is recognized as the fundamental process by which organizations exist and as central to the critical analysis of their production and reproduction – communication as constitutive of organizations and organizational life. In the twenty-first century, this latter sense of organizational communication is challenging the centrality of organizational psychology held for much of the twentieth century, providing a new focus for those interested in critical management studies.
Stanley Deetz (PhD) is Professor of Communication and Director of Peace and Conflict Studies at the University of Colorado. He is author/co-author of numerous articles and books including Leading Organizations through Transitions (Sage, 2000), Doing Critical Management Research (Sage, 2000), and Democracy in an Age of Corporate Colonization (Suny, 1992). His research focuses on corporate governance and communication processes in relation to democracy, micro-practices of power, and collaborative decision-making. His current work investigates native theories of communication and democracy and their consequences for mutual decision-making. He was a Senior Fulbright Scholar, a National Communication Association Distinguished Scholar, and an International Communication Association Past-President and Fellow.
John G. McClellan is an Assistant Professor of Communication at Boise State University. His research combines critical and interpretive perspectives to explore the discursive qualities of organizing with an interest in issues of knowledge, identity, collaboration, and change. His current work on collaborative change attends to organizing discourses that simultaneously enable and constrain opportunities to transform the ways we understand and engage organizational life. His recent collaborative work appears in The Handbook of Business Discourse (University of Edinburgh Press, 2009) and Reframing Difference in Organizational Communication Studies: Research, Pedagogy, and Practice (Sage, 2010).
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