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This book is the first of its kind to reflect on what it means to
actually perform critical management studies (CMS): how
consultants, researchers, teachers and managers negotiate the
tensions they experience in their everyday practice. Critical
management studies seeks to expose the hidden workings of power, as
well as to identify and reform the mundane and frequently unnoticed
practices that privilege some groups and individuals at the expense
of others, creating injustices in organizations and in the society
at large. The authors show how CMS draws on a variety of approaches
to translate its insights into practice. Combining rich theoretical
and empirical contributions with reflections on CMS practice in
various forms, this unique book is essential reading for critical
researchers, educators and graduate students in business and
management fields.
The author suggests that strategic organizational learning can be
elaborated by applying the practice perspective on organizational
learning to it. One implication of this perspective is the
importance of moving away from attempts to manage knowing directly
and attending more to design of work arrangements that facilitate
the channeling of knowing toward the meeting of organizational
objectives. This highlights the importance of power---particularly
systemic power---for strategic organizational learning. Systemic
power refers to the aspects of power that are tied less obviously
to the influence of organizational actors and more closely to the
role of disciplinary systems that work to control organizational
members. The present study was designed to examine how a
medium-size educational institution managed a building project,
which was a part of its strategic change process. The author
studied the process of planning and implementing the project as a
means of exploring research questions relating to the role of power
in shaping strategic organizational learning.
Emotions are central to social life and thus they should be central
to organization theory. However, emotions have been treated
implicitly rather than theorized directly in much of organization
theory, and in some literatures, have been ignored altogether. This
Element focuses on emotions as intersubjective, collective and
relational, and reviews structuralist, people-centered and
strategic approaches to emotions in different research streams to
provide one of the first broad examinations of emotions in
organization theory. Charlene Zietsma, Maxim Voronov, Madeline
Toubiana and Anna Roberts provide suggestions for future research
within each literature and look across the literatures to identify
theoretical and methodological considerations.
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