King, D. and Learmonth, M. (2015) 'Can critical management studies ever be ‘practical’? A case study in engaged scholarship.', Human relations., 68 (3). pp. 353-375.
What happens when you try to engage with management practice as a critical management scholar by actually doing management? Although there have been calls for critical scholars to attempt such engagement, little is known about the practical challenges and learning that may be involved. This paper therefore provides a case study which details some of the experiences one of us had when working as a manager – while trying to remain true to his critical sensibilities. The story suggests that transforming management practice will be a constant struggle, and that the difficulties of achieving even small changes should not be underestimated. However change is not impossible. Following Foucault, we argue that critical perspectives, when engaged in particular ways, offer resources through which we might challenge the dominance of managerialist thinking on a practical level; at least in the long run.
|Keywords:||Charities, Not-for-profit organisations, Situated critical theory, Performativity, Critical management studies, Engagement, Case study, Management practice, University management, Engaged scholarship, Resistance.|
|Full text:||(AM) Accepted Manuscript|
Download PDF (442Kb)
|Publisher Web site:||http://dx.doi.org/10.1177/0018726714528254|
|Publisher statement:||King, D. and Learmonth, M. (2015) 'Can critical management studies ever be ‘practical’? A case study in engaged scholarship.', Human relations., 68 (3). pp. 353-375. © The Author(s) 2015. Reprinted by permission of SAGE Publications.|
|Date accepted:||No date available|
|Date deposited:||21 February 2014|
|Date of first online publication:||03 June 2014|
|Date first made open access:||21 February 2014|
Save or Share this output
|Look up in GoogleScholar|