- 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 focuses on the growing body of research in critical management studies that considers the relation between strategic management as an academic discipline and an organizational practice, and its potential contribution to challenging the hegemony of the dominant paradigm in strategic management. It begins by discussing the development of strategy and outlines the main lines of thought that make up the field, as well as some of the more critical counterpoints which exist within the strategy literature more generally. The article then discusses the existing literature in CMS that explicitly focuses on strategy. It goes on to argue that the importance of strategy makes it imperative that further work is done in this area, and that the existing discussions provide exciting additional opportunities for CMS scholars to contribute. The article concludes with some general observations on CMS and strategic management.
Nelson Phillips is Professor of Strategy and Organizational Behaviour at Imperial College London. His research interests include institutional theory, discourse analysis, technology studies, and entrepreneurship. He has published more than 70 academic articles and book chapters including articles in the Academy of Management Journal, Academy of Management Review, Management Science, Sloan Management Review, Organization Science, Journal of Management Studies, Strategic Organization, Entrepreneurship Theory and Practice, and Organization Studies. He has also written two books: Discourse Analysis (2002, with Cynthia Hardy), and Power and Organizations (2006, with Stewart Clegg and David Courpasson).
Sadhvi Dar is Lecturer in Corporate Social Responsibility and Business Ethics at Queen Mary University of London. She holds a doctoral degree from the Judge Business School, University of Cambridge. Her research interests include international development, third sector organizations, business and society, and critical theory. She is co-editor with Professor Bill Cooke of The New Development Management: Critiquing the Dual Modernization (2008).
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