'Globalizing' Management Theories: Knowledge, Ignorance and the Possibility of a Postcolonial Critique

Abstract

In international management, the study of culture has rapidly become critically salient. Business and management consultants, academics and practitioners alike all claim that the development of cross-cultural skills is crucial in the new era of globalization. This, they claim, will enable managers to better manage the risks within a globalized economy and consequently, add to greater productive growth and increased competitiveness. This 'turn to culture' has generated diverse competency skills training programmes, units and writings dealing with cross-cultural skills in management. Whilst the call for greater cultural literacy in international business and management is welcome, many of these 'new' analyses tend towards the simplistic. This paper posits that international management knowledge is actively constructed by these experts and that in their representations of culture, the issue of power is neglected and/or glossed over. The paper therefore argues that to understand these cultural representations, it is necessary to locate these views within a discourse of truth and power. Via a contrapuntal reading of key critical international management texts, the paper seeks to challenge and provide a counterpoint to these views. In so doing, it aims to foster a more critical, reflexive, engaged and open management practice.l