The Production of Managerial Knowledge and Organizational Theory: New Approaches to Writing, Producing and Consuming Theory

doi:10.1108/s0733-558x201959

Cited by 1 publication

(1 citation statement)

References 66 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This author was one of them (Carter et al 2008(Carter et al & 2011, heavily influenced not only by his ideas but also the joie de vivre associated with their expression (Clegg 1996(Clegg , 2002Clegg et al 2000Clegg et al , 2004. From the vantage point of 2024, this now looks like a golden age: creativity and passion are now dwarfed by a desiccated form of institutionalism coupled with an obsession with publishing in 'A' journals (Carter & Spence 2019).…”

Section: Framework Of Powermentioning

confidence: 99%

Reconstituting the centrality of power in management and organization studies

Carter,

Badham,

Whittle

et al. 2024

European Management Review

View full text Add to dashboard Cite

This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of Frameworks of Power, by Stewart R. . The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the 'forgetting of power' in current views of organizational phenomena-such as leadership, team behaviour and resilience-in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.Keywords: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations Absences Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Open access publishing facilitated by The University of Sydney, as part of the Wiley -The University of Sydney agreement via the Council of Australian University Librarians.

show abstract