- 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
This article is organized as follows. While not entirely ignoring everyday views of power, the first section provides a general historical overview of the concept in political and social theory from classical to postmodern perspectives. With this broad framework as background, the second section focuses on power as utilized in mainstream organization theory. A selection, including theories of contingency, resource dependency, institutionalism, and pluralism, is examined, albeit critically. Although the mainstream is important since it provides the context to which critical approaches are responding, it generally remains comparatively under-theorized such that commonsense conceptions of power as a property of persons, groups, institutions, or systems remain central to their analyses. This is also far from uncommon within certain examples of critical approaches to management, organization, and work, especially those grounded in such a version of Marxism as labour-process theory, which is discussed in the third section.
David Knights is Professor at Bristol Business School and Swansea University’s College of Business, Economics and Law, and Visiting Professor at Stockholm University and Lancaster University.
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