This is an invaluable collection of reflections and experiences from world-class researchers undertaking Critical Management Studies (CMS). The editors and contributors reflect on ethics and reflexivity in critical management research, and explore the identity of the critical researcher both as an individual and working within collaborative projects. Using contemporary accounts from those engaged in real world fieldwork they outline what critical management is, and explore its relationship to management research. The book discusses the implications of critical management when: • Developing research questions • Managing research relationships • Using various methods of data collection • Writing accounts of your research, findings and analysis. Grounded in practical problems and processes this title sets out and then answers the challenges faced by critical researchers doing research in organization and management studies.

Researcher collaboration: Learning from experience

Researcher collaboration: Learning from experience
Emma JeanesBernadette LoackerMartyna Śliwa


The notion of ‘researcher collaboration’ typically refers to the relationship between researchers and their participants, case site, or funding organization (Engstrom, 1984; Katz and Martin, 1997). Less commonly discussed, though no less important for the process and outcome of research, is the relationship between researchers. Given the recent ‘reflexive turn’ in research methodology – and critical management (CM) research in particular (Alvesson et al., 2008; Linstead, 1994) – it is perhaps surprising that more attention has not been paid to the role of inter-researcher relations in framing, shaping and producing research (Wray-Bliss, 2003). This is also curious since so much of our research is focused on the working relationships of others, and on power relations. In failing to evaluate our own, often hierarchical relationships (Rogers-Dillon, ...

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