At the Critical Moment: Conditions and Prospects for Critical Management Studies

Fournier, Valérie; Grey, Chris

doi:10.1177/0018726700531002

Cited by 776 publications

(771 citation statements)

References 33 publications

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“…This suggests that the form of control exercised in the teams examined may not have debilitating effects as some have surmised (e.g. Cicmil and Hodgson, 2006, Fournier and Grey, 2000, Hodgson, 2004. In accord with the earlier findings of Dewettinck (2004) therefore both control and empowerment contribute positively to work outcomes, especially where there is coherence and no obvious conflict among the different control modes (Nieminen and Lehtonen, 2008).…”

Section: Discussionsupporting

confidence: 76%

Control modes and mechanisms in construction project teams: drivers and consequences

Tuuli

Rowlinson

Koh

2010

Construction Management and Economics

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Abstract:Control is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is predominantly "controlling" or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization-and project-level. Control modes and mechanisms also have performance related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry.

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Section: Discussionsupporting

confidence: 76%

Control modes and mechanisms in construction project teams: drivers and consequences

Tuuli

Rowlinson

Koh

2010

Construction Management and Economics

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“…In an era of 'new capitalism' characterized by 'stiff international competition, state deregulation of industry, institutional ownership of firms and rapid technological change', organizations have used downsizing in a bid to achieve structural simplicity and flexibility as well as to respond to heightened financial demands (Budros, 1997, p. 229). With the acceleration of 'fast capitalism' (Agger, 1989(Agger, , 2004, performativity is held as a virtue (Fournier and Grey, 2000) and efficiency has become the primary moral responsibility (Jones, 2003) in such a way as to demand downsizing as a 'managerial obligation' (Lämsä, 1999). Even though downsizing is thought to have 'negative impact on the quality of individual lives and whole communities' (Childs, 1997, p. 123) and generally has unfavourable human effects (Budros, 1997), contemporary discourses of organizational change place such matters second in the managerial moral order (Gowler and Legge, 1983).…”

Section: Introductionmentioning

confidence: 99%

‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics

2009

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ABSTRACT. Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur's theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally, we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational change is antithetical to the openness required for ethical questioning.

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“…The resultant 'projectification of society' has focused on the rationalising of organisational activity with significant impact on issues such as workplace identity, inter-subjective interaction and increased control over individuals through efficiency and performance ideologies (Fournier and Grey, 2000).…”

Section: Figurementioning

confidence: 99%

A systems approach to strategic infrastructure delivery

Potts¹,

McDermott²,

Stephenson³

2016

Proceedings of the Institution of Civil Engineers - Management,

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This paper discusses a systems approach to the strategic delivery of infrastructure in the regulated UK water sector as part of a participatory-focused research project. Part of an ongoing PhD programme, this paper highlights the value of a strategic approach to the procurement of infrastructure-related services in accordance with the quinquennial water sector reprocurement exercise being undertaken by infrastructure client organisations (ICOs). As a strategic approach is concerned with understanding the delivery environment into which an organisation places, engages and delivers projects, this paper surfaces how a UK-based water and wastewater ICO has engaged with its delivery market, through procurement, to position itself strategically within the wider delivery environment to serve its customers better. Using a systems approach, what is brought to light here is the importance of organisational transitioning through change management and how a delivery strategy can encompass the facilitation of organisational change.

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At the Critical Moment: Conditions and Prospects for Critical Management Studies

Cited by 776 publications

References 33 publications

Control modes and mechanisms in construction project teams: drivers and consequences

Control modes and mechanisms in construction project teams: drivers and consequences

‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics

A systems approach to strategic infrastructure delivery

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