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.
Chapter Four: Critical ethnographic research: Negotiations, influences, and interests
Critical ethnographic research: Negotiations, influences, and interests
Doing ethnographic work can be both a triumphant and tumultuous experience. The ethnographer often moves between feeling inspired, bored, awkward, humble, respectful, frustrated, and even hurt. In short, ‘the ethnographer who becomes immersed in other people’s realities is never quite the same afterward’ (Reeves Sanday, 1979: 527). In this chapter, we are interested in not only how and why ethnographies can change the researcher, but also how critically orientated ethnographic research can alter and influence the research participants, the setting, and ultimately the research community. We argue that most ethnographies have, consciously or not, political impacts and that critical management researchers are equipped with important theoretical lenses to reflect upon this impact. Through acknowledging and exploring the political role, influence, and interests of ...