The Oxford Handbook of Critical Management Studies
Hrsg. v. Mats Alvesson, Todd Bridgman a. Hugh Willmott
The Oxford Handbook of Critical Management Studies
Hrsg. v. Mats Alvesson, Todd Bridgman a. Hugh Willmott
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Critical Management Studies (CMS) has emerged as a movement that questions the authority and relevance of much mainstream thinking and practice. Critical of established practices and institutional arrangements, it challenges many orthodoxies in management and organization studies. This Handbook maps the terrain of CMS today.
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Critical Management Studies (CMS) has emerged as a movement that questions the authority and relevance of much mainstream thinking and practice. Critical of established practices and institutional arrangements, it challenges many orthodoxies in management and organization studies. This Handbook maps the terrain of CMS today.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Oxford Handbooks in Business and Management
- Verlag: Oxford University Press
- Seitenzahl: 606
- Erscheinungstermin: 6. Januar 2011
- Englisch
- Abmessung: 244mm x 170mm x 33mm
- Gewicht: 1060g
- ISBN-13: 9780199595686
- ISBN-10: 0199595682
- Artikelnr.: 32685043
- Oxford Handbooks in Business and Management
- Verlag: Oxford University Press
- Seitenzahl: 606
- Erscheinungstermin: 6. Januar 2011
- Englisch
- Abmessung: 244mm x 170mm x 33mm
- Gewicht: 1060g
- ISBN-13: 9780199595686
- ISBN-10: 0199595682
- Artikelnr.: 32685043
Mats Alvesson is Professor of Business Administration at the University of Lund, Sweden. Research interests include critical theory, gender, power, management of professional service (knowledge intensive) organizations, organizational culture and symbolism, qualitative methods and philosophy of science. Recent books include Understanding Gender and Organizations (Sage, 2009, 2nd ed with Yvonne Billing), Reflexive Methodology (Sage, 2009, 2nd ed, with Kaj Skoldberg), Changing Organizational Culture (Routledge 2008, with Stefan Sveningsson), Knowledge Work and Knowledge-Intensive Firms (Oxford University Press, 2004), Postmodernism and Social Research (Open University Press, 2002), Understanding Organizational Culture (Sage, 2002). Hugh Willmott is Research Professor in Organization Studies, Cardiff Business School, having held professorial positions at the Universities of Cambridge and Manchester and visiting appointments at the Universities of Copenhagen, Lund and Cranfield. He has a strong interest in the application of social theory, especially poststructuralist thinking, to the field of management and business. His recent books include Critical Management Studies: A Reader (OUP, 2005), Introducing Organization Behaviour and Management (Cengage). He currently serves on the board of Academy of Management Review, Organization Studies, Journal of Management Studies, and Organization. Todd Bridgman is Senior Lecturer in Organizational Behaviour at Victoria University of Wellington, New Zealand. He was previously an ESRC Postdoctoral Fellow at Judge Business School, University of Cambridge and Junior Research Fellow of Wolfson College, University of Cambridge. His PhD, completed at Judge Business School, was judged best doctoral thesis in Critical Management Studies at the Academy of Management 2005. His research interests include poststructuralism, management education, and the role of the university in society. Todd is one of the founders of the CMS website http://www.criticalmanagement.org.
* 1: Mats Alvesson, Hugh Willmott, and Todd Bridgman: Introduction
* Part I: Theoretical Approaches
* 2: Andreas G. Scherer: Critical Theory and its Contribution to
Critical Management Studies
* 3: Michael I. Reed: Critical Realism in Critical Management Studies
* 4: Campbell Jones: Poststructuralism in Critical Management Studies
* 5: Paul Thompson and Damian P. O'Doherty: Perspectives On Labor
Process Theory
* Part II: Key Topics and Issues
* 6: Tim Newton: Organizations and the Natural Environment
* 7: David Knights: Power at Work in Organizations
* 8: Robyn Thomas: Critical Management Studies on Identity: Mapping the
Terrain
* 9: Subhabrata Bobby Banerjee, Chris Carter, and Stewart Clegg:
Managing Globalization
* 10: David Grant, Rick Iedema, and Cliff Oswick: Discourse and
Critical Management Studies
* 11: Joanna Brewis and Gavin Jack: Culture: Broadening the Critical
Repertoire
* 12: Glenn Morgan and André Spicer: Critical Approaches to
Organizational Change
* 13: Edward Wray-Bliss: Ethics: Critique, Ambivalence, and Infinite
Possibilities (Unmet)
* 14: Michael Rowlinson, Roy Stager Jacques, and Charles Booth:
Critical Management and Organizational History
* 15: Karen Lee Ashcraft: Gender and Diversity: Other Ways to 'Make a
Difference'
* 16: Peter Fleming and Matteo Mandarini: Towards a Worker's Society?
New Perspectives on Work and Emancipation
* 17: Joanne Duberley and Phil Johnson: Critical Management Methodology
* Part III: Specialisms
* 18: Michael Saren and Peter Svensson: Marketing
* 19: Debra Howcroft: Information Systems
* 20: Nelson Phillips and Sadhvi Dar: Strategy
* 21: Stanley Deetz and John G. McClellan: Communication
* 22: Tom Keenoy: Human Resource Management
* 23: Mahmoud Ezzamel and Keith Robson: Accounting
* Part IV: Critical Management Studies: Progress and Prospects
* 24: John Child: Challenging Hierarchy
* 25: Anthony G. Hopwood: On Striving to Give a Critical Edge to
Critical Management Studies
* 26: Steve Frenkel: Critical Reflections on Labor Process Theory,
Work, and Management
* 27: Alessia Contu: Critical Management Education
* 28: Gibson Burrell: Handbooks, Swarms, and Living Dangerously
* Part I: Theoretical Approaches
* 2: Andreas G. Scherer: Critical Theory and its Contribution to
Critical Management Studies
* 3: Michael I. Reed: Critical Realism in Critical Management Studies
* 4: Campbell Jones: Poststructuralism in Critical Management Studies
* 5: Paul Thompson and Damian P. O'Doherty: Perspectives On Labor
Process Theory
* Part II: Key Topics and Issues
* 6: Tim Newton: Organizations and the Natural Environment
* 7: David Knights: Power at Work in Organizations
* 8: Robyn Thomas: Critical Management Studies on Identity: Mapping the
Terrain
* 9: Subhabrata Bobby Banerjee, Chris Carter, and Stewart Clegg:
Managing Globalization
* 10: David Grant, Rick Iedema, and Cliff Oswick: Discourse and
Critical Management Studies
* 11: Joanna Brewis and Gavin Jack: Culture: Broadening the Critical
Repertoire
* 12: Glenn Morgan and André Spicer: Critical Approaches to
Organizational Change
* 13: Edward Wray-Bliss: Ethics: Critique, Ambivalence, and Infinite
Possibilities (Unmet)
* 14: Michael Rowlinson, Roy Stager Jacques, and Charles Booth:
Critical Management and Organizational History
* 15: Karen Lee Ashcraft: Gender and Diversity: Other Ways to 'Make a
Difference'
* 16: Peter Fleming and Matteo Mandarini: Towards a Worker's Society?
New Perspectives on Work and Emancipation
* 17: Joanne Duberley and Phil Johnson: Critical Management Methodology
* Part III: Specialisms
* 18: Michael Saren and Peter Svensson: Marketing
* 19: Debra Howcroft: Information Systems
* 20: Nelson Phillips and Sadhvi Dar: Strategy
* 21: Stanley Deetz and John G. McClellan: Communication
* 22: Tom Keenoy: Human Resource Management
* 23: Mahmoud Ezzamel and Keith Robson: Accounting
* Part IV: Critical Management Studies: Progress and Prospects
* 24: John Child: Challenging Hierarchy
* 25: Anthony G. Hopwood: On Striving to Give a Critical Edge to
Critical Management Studies
* 26: Steve Frenkel: Critical Reflections on Labor Process Theory,
Work, and Management
* 27: Alessia Contu: Critical Management Education
* 28: Gibson Burrell: Handbooks, Swarms, and Living Dangerously
* 1: Mats Alvesson, Hugh Willmott, and Todd Bridgman: Introduction
* Part I: Theoretical Approaches
* 2: Andreas G. Scherer: Critical Theory and its Contribution to
Critical Management Studies
* 3: Michael I. Reed: Critical Realism in Critical Management Studies
* 4: Campbell Jones: Poststructuralism in Critical Management Studies
* 5: Paul Thompson and Damian P. O'Doherty: Perspectives On Labor
Process Theory
* Part II: Key Topics and Issues
* 6: Tim Newton: Organizations and the Natural Environment
* 7: David Knights: Power at Work in Organizations
* 8: Robyn Thomas: Critical Management Studies on Identity: Mapping the
Terrain
* 9: Subhabrata Bobby Banerjee, Chris Carter, and Stewart Clegg:
Managing Globalization
* 10: David Grant, Rick Iedema, and Cliff Oswick: Discourse and
Critical Management Studies
* 11: Joanna Brewis and Gavin Jack: Culture: Broadening the Critical
Repertoire
* 12: Glenn Morgan and André Spicer: Critical Approaches to
Organizational Change
* 13: Edward Wray-Bliss: Ethics: Critique, Ambivalence, and Infinite
Possibilities (Unmet)
* 14: Michael Rowlinson, Roy Stager Jacques, and Charles Booth:
Critical Management and Organizational History
* 15: Karen Lee Ashcraft: Gender and Diversity: Other Ways to 'Make a
Difference'
* 16: Peter Fleming and Matteo Mandarini: Towards a Worker's Society?
New Perspectives on Work and Emancipation
* 17: Joanne Duberley and Phil Johnson: Critical Management Methodology
* Part III: Specialisms
* 18: Michael Saren and Peter Svensson: Marketing
* 19: Debra Howcroft: Information Systems
* 20: Nelson Phillips and Sadhvi Dar: Strategy
* 21: Stanley Deetz and John G. McClellan: Communication
* 22: Tom Keenoy: Human Resource Management
* 23: Mahmoud Ezzamel and Keith Robson: Accounting
* Part IV: Critical Management Studies: Progress and Prospects
* 24: John Child: Challenging Hierarchy
* 25: Anthony G. Hopwood: On Striving to Give a Critical Edge to
Critical Management Studies
* 26: Steve Frenkel: Critical Reflections on Labor Process Theory,
Work, and Management
* 27: Alessia Contu: Critical Management Education
* 28: Gibson Burrell: Handbooks, Swarms, and Living Dangerously
* Part I: Theoretical Approaches
* 2: Andreas G. Scherer: Critical Theory and its Contribution to
Critical Management Studies
* 3: Michael I. Reed: Critical Realism in Critical Management Studies
* 4: Campbell Jones: Poststructuralism in Critical Management Studies
* 5: Paul Thompson and Damian P. O'Doherty: Perspectives On Labor
Process Theory
* Part II: Key Topics and Issues
* 6: Tim Newton: Organizations and the Natural Environment
* 7: David Knights: Power at Work in Organizations
* 8: Robyn Thomas: Critical Management Studies on Identity: Mapping the
Terrain
* 9: Subhabrata Bobby Banerjee, Chris Carter, and Stewart Clegg:
Managing Globalization
* 10: David Grant, Rick Iedema, and Cliff Oswick: Discourse and
Critical Management Studies
* 11: Joanna Brewis and Gavin Jack: Culture: Broadening the Critical
Repertoire
* 12: Glenn Morgan and André Spicer: Critical Approaches to
Organizational Change
* 13: Edward Wray-Bliss: Ethics: Critique, Ambivalence, and Infinite
Possibilities (Unmet)
* 14: Michael Rowlinson, Roy Stager Jacques, and Charles Booth:
Critical Management and Organizational History
* 15: Karen Lee Ashcraft: Gender and Diversity: Other Ways to 'Make a
Difference'
* 16: Peter Fleming and Matteo Mandarini: Towards a Worker's Society?
New Perspectives on Work and Emancipation
* 17: Joanne Duberley and Phil Johnson: Critical Management Methodology
* Part III: Specialisms
* 18: Michael Saren and Peter Svensson: Marketing
* 19: Debra Howcroft: Information Systems
* 20: Nelson Phillips and Sadhvi Dar: Strategy
* 21: Stanley Deetz and John G. McClellan: Communication
* 22: Tom Keenoy: Human Resource Management
* 23: Mahmoud Ezzamel and Keith Robson: Accounting
* Part IV: Critical Management Studies: Progress and Prospects
* 24: John Child: Challenging Hierarchy
* 25: Anthony G. Hopwood: On Striving to Give a Critical Edge to
Critical Management Studies
* 26: Steve Frenkel: Critical Reflections on Labor Process Theory,
Work, and Management
* 27: Alessia Contu: Critical Management Education
* 28: Gibson Burrell: Handbooks, Swarms, and Living Dangerously