- 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
Raymond Williams' commentary on the etymological roots and semiotic complexity of culture as a concept is a frequent point of departure for many commentaries in the area. This article is an attempt, following Williams, to clarify the usage/s of the term as it has been applied in the study of organizations and management as a nouns and organizing and managing as verbs. Citing the late-1970s interest in corporate culture as a pivotal moment, it goes on to outline core components of well-known critical responses to orthodox deployments of the organizational culture concept. The article also seeks to broaden the critical repertoire by discussing the potential of a cultural studies of organization as well as postcolonial approaches to culture and organization. It aims to establish the various and manifold ways in which culture might be inhabited, cultivated, protected, and honoured with worship (amongst other less-positive responses) by members of organizations.
Joanna Brewis works at the University of Leicester School of Management, UK, where she teaches research methodology and writes about the intersections between the body, identity, consumption, culture, and processes of organizing. Jo has published in journals including Human Relations, Sociology, and Organization. She also has a very extensive collection of flip flops and would dearly love to meet Josh Lyman from The West Wing in real life.
Gavin Jack is Professor of Management in the Graduate School of Management at La Trobe University, Australia. His research interests include international, cross-cultural and diversity management, postcolonial organizational analysis, and cultures of consumption. He is co-editor of an Academy of Management Review special topic forum (2008) on international management.
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