- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Researching Management Ideas
- The System of Management Ideas: origins, micro-foundations, and dynamics
- The Lifecycle of Management Ideas: innovation, diffusion, institutionalization, dormancy, and rebirth
- The Philosophy of Management Ideas
- Methods for the Study of Management Ideas
- Management Techniques
- Instrumental Understanding of Management Ideas
- Thought Leaders and Followers: the impact of consultants and advisers on management ideas
- Business Studies and Management Ideas
- Multinational and Transnational Organizations: the role of globalizing actors
- Business Media: from gatekeeping to transmediality
- Management’s Gurus
- The Consumers and Co-Producers of Management Ideas
- The Re-Adoption of Management Ideas: how they come, how they go, and why some come back
- The Persistence of Management Ideas: how framing keeps ‘Lean’ moving
- Evolving Management Ideas
- Popular Management Ideas
- Professional Structures and Practice Change: institutionalization processesin accounting and strategy
- Management Ideas as Standards
- Understanding and Analysing Resistance to Management Ideas
- Performance Implications of Management Ideas
- The (Geo-)Politics of Management Ideas: three moments in the trajectory of an instrument of power
- Management Ideas and the Social Construction of Organizations
- The Role of Family Firms in Corporate Sustainability
- Managing Public Service Professionals Under New Public Management
- Management Ideas in Everyday Life
- Changing the Critique: from critical management studies to activist scholarship
- Alternatives to Management Ideas
- New Directions for Research on Management Ideas
Abstract and Keywords
Who benefits from management ideas and practices? Whose authority do they promote? What kind of truths do they produce and to what effect? Such are the fundamental questions of a critical study of management ideas. In this chapter the authors offer a brief introduction to four of the main traditions (Marxism, post-modernism, feminism, and postcolonialism) that make up this complex field and then, drawing on Lacan’s four discourses framework, they question such critical knowledge itself. In particular they highlight how the conditions that have produced this form of management research have led to a number of unintended consequences, particularly a loss of relevance to praxis. In response, they suggest a new opening for the critique of management ideas by illustrating an activist-scholar project.
Craig Prichard is Associate Professor in the School of Management at Massey University, Palmerston North, Aotearoa, New Zealand.
Ozan Nadir Alakavuklar is Senior Lecturer in the School of Management at Massey University, Albany, Auckland, Aotearoa, New Zealand.
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