We have recently witnessed a growing, if still arguably marginal, interest in `Critical Management Studies' (CMS). Our aim in this paper is to reflect upon the popularization of CMS; more specifically, we propose to examine the various factors that have contributed to its emergence, and to review the significance of its project. We start by exploring the conditions of possibility for CMS and point to a combination of political, institutional and epistemological trends. In the second part of the paper, we consider what constitutes `CMS' and suggest that whilst it draws upon a plurality of intellectual traditions, CMS is unified by an anti performative stance, and a commitment to (some form of) denaturalization and reflexivity. Finally, we articulate the polemics around which CMS politics have been contested, in particular we review the debates between neo-Marxism and post-structuralism, and discuss the issue of engagement with management practice.
This paper is a contribution to the analysis of intra-organizational trust. From a discussion of concepts of trust, we suggest that trust is something which is constructed for and by people in organizations, thereby producing some degree of predictability. Trust is a precarious social accomplishment enacted through the interplay of social or discursive structures, including those of work organizations, and individuated subjects. We argue that bureaucratic organizations effected this construction in such an efficient manner that it `disappeared' as an issue for organizational theorists, but that shifting organizational forms have re-opened it. We suggest that the advent of corporate culturism in the 1980s offered one kind of reconfiguration of trust in organizations. However, subsequent extensions of organizational reform have undermined corporate culture as a way of constructing trust. These extensions, which, with some caveats, may be called post-bureaucratic, have brought with them new potential bases for trust, and hence control, in organizations. We explore these in two ways. First, we discuss how various types of managerial languages and techniques have the capacity to provide a global `script' through which particular local contexts can be made sense of, and which allow possible subject positions and identities to be secured. Second, we develop this discussion with reference to two different kinds of employees whose work is in some senses post-bureaucratic: accountants and consultants in Big Five firms, and temporary workers (temps) working through agencies to provide clerical and other services. In a conclusion, we comment on the durability of post-bureaucratic modes of trust
In this paper we argue that violence is curiously both absent and present within organization studies. By violence we mean actual or potential physical harm and, building on an insight from Norbert Elias, we suggest that such violence is both ‘totally familiar yet hardly perceived’ in organizations. We examine how in two major traditions of organization studies, one deriving from Weber and the other from Foucault, violence figures as, respectively, an ‘absent-presence’ and a ‘present-absence’. We then propose that a sensibility towards violence enables the recognition of ‘the blood and bruises’ of organizational life: something present close to home as well as faraway; here and now rather than long ago; and featuring in ‘normal’ organizations as well as in abnormal or exceptional circumstances.
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