Stiffelio

Parker, Roger

doi:10.1093/gmo/9781561592630.article.o010007

Cited by 3 publications

(4 citation statements)

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“…From its beginnings, Critical Management Studies (CMS) has engaged in discussions about the purpose of critique and the possibilities of engagement (Alvesson and Willmott, 1992; Clegg et al, 2006; Grice and Humphreys, 1997; Parker, 1995, 2002; Wray-Bliss, 2003). Critique has always been in tension with a desire for influence.…”

Section: Introductionmentioning

confidence: 99%

Antagonism, accommodation and agonism in Critical Management Studies: Alternative organizations as allies

Parker

2017

Human Relations

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Critical Management Studies has long been engaged in discussions about the purpose of critique and the possibilities of engagement. A recent expression calls for Critical Management Studies to moderate its ‘negative’ critique of management and instead use words like care, engagement and affirmation in order to enable ‘progressive’ engagement with managers. This ‘performative turn’ has been poorly received by some who see it as a dilution of radical intent. We argue for a middle ground between the antagonistic versions of Critical Management Studies that appear to want to oppose management, and ‘performative’ scholars who appear to accommodate with managerialism. We do this by planting the debate firmly within an empirical setting and a crisis that the first author experienced as a ‘critical scholar’ when conducting an ethnography at a sustainable financial services firm. In order to do this, we explore Chantal Mouffe’s concept of agonism to establish a particular mode of political engagement that acknowledges a space between being ‘for’ and being ‘against’. We conclude by suggesting that the exploration of alternative forms of organization and management, themselves already involved in struggle against a hegemonic present, should be the proper task of a discipline that wishes to engage with the present and remain ‘critical’.

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Section: Introductionmentioning

confidence: 99%

Antagonism, accommodation and agonism in Critical Management Studies: Alternative organizations as allies

Parker

2017

Human Relations

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“…Previous volumes in this series of Sociological Review Monographs have drawn on some of the new thinking on organization in such volumes as Power, Action and Belief (Law, 1986), A Sociology of Monsters (Law, 1991), The Cultures of Computing (Star, 1995), Consumption Matters (Edgell, Hetherington and Wa rde, 1996) and Actor Network Theory and After (Law and Hassard, 1999). Other Sociological Review Monographs have reworked existing sociological tropes such the ‘labour of division’ in Ideas of Difference (Hetherington and Munro, 1997), mass consumption in The Consumption of Mass (Lee and Munro, 2001), and utopia in Utopia and Organization (Parker, 2002). The ambition in these texts has been to draw wider attention to advances in the thinking of sociologists concerned with the topic of organization.…”

Section: Notesmentioning

confidence: 99%

Organization Theory, 1985–2005

Jones¹,

Munro²

2005

The Sociological Review

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“…The latter defines a set of practices in organizations involving the definition of objectives and the linking of appropriate resources and work structures to their pursuit. The former, on the other hand, refers to a set of ideas based on the assumption that organizations can only work properly if decision-making is placed in the hands of professionally trained managers (Enteman, 1993; Parker, 2002). In the context of public sector organizations, managerialism is synonym of New Public Management (NPM) (Hood, 1991; Hood and Peters, 2004; Pollitt, 1990) and is based on the belief that the public sector would work better if it takes on private sector management as an organizing principle.…”

Section: Introductionmentioning

confidence: 99%

“…They believe that greater efficiency and effectiveness in the delivery of public services could be achieved using management practices derived from the corporate world. Following on from this perspective, Enteman (1993) has investigated the managerialist conception of society and Parker (2002) its core beliefs with regard to the organization of human interactions in society. Other studies have focused on the consequences of managerialism by highlighting its impact not only in the provision of basic public services (i.e.…”

Section: Introductionmentioning

confidence: 99%

The European public sectors in the age of managerialism

2017

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During the past 50 years, European public sectors have undergone a profound process of organizational change, where managerial tools and principles from the private sector have permeated through governments and administrations of many countries. A substantial amount of academic literature has now been devoted to public management reforms. Many scholars have associated them with the diffusion of a managerialist ideology. However, the relationship between public management reforms, political ideology, and public expressions of support for these reforms by political parties has been a relatively under-explored topic within the literature and is the gap we address in this article. Using a longitudinal framework of study, our analysis shows how issues surrounding managerialist reforms have evolved across the electoral manifestos of European parties during the past 50 years. Our findings reveal that these reforms have enjoyed a growing political profile over time in many countries within Western and Eastern Europe. Furthermore, we also examine and discuss the differences and similarities of these reforms across countries.

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Stiffelio

Cited by 3 publications

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Antagonism, accommodation and agonism in Critical Management Studies: Alternative organizations as allies

Antagonism, accommodation and agonism in Critical Management Studies: Alternative organizations as allies

Organization Theory, 1985–2005

The European public sectors in the age of managerialism

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