Publication Year: 2003
From `soldiering' and absenteeism to humour in organizations and the emergence politics of sexuality, this book explores the latest forms of organizational subversion and offers fresh insights of the underlying dynamics of management and organizational processes. The book opens with a critique of orthodox organizational analysis and maps out the wide terrain across which organizational `misbehaviour' occurs. The authors go on to examine the interconnections between identity formation, the pursuit of autonomy and organizational misbehaviour, and explore how clearly the tendency to misbehave is deeply embedded in organizational life.
- Front Matter
- Back Matter
- Subject Index
- Chapter 1: Why Organizational Misbehaviour?
- Chapter 2: The Recalcritrant Worker
- Chapter 3: Irresponsible Autonomy – Self-Organization as the Infrastructure of Misbehaviour
- Chapter 4: Management and Misbehaviour
- Chapter 5: Only Joking? From Subculture to Counter-Culture in Organizational Relations
- Chapter 6: Ruling Passions: Sexual Misconduct at Work
- Chapter 7: The End of Organizational Misbehaviour?
© Stephen Ackroyd and Paul Thompson 1999
First published 1999
Reprinted 2000, 2003
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, transmitted or utilized in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without permission in writing from the Publishers.
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ISBN 0 8039 8735 8
ISBN 0 8039 8736 6 (pbk)
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Printed and bound in Great Britain by Biddles Ltd, Guildford and King's Lynn
Stephen Ackroyd would like to thank the many students who have shared his enthusiasm for this subject over the years. Several former students have been disposed to take their interest in the matters discussed here further, and some of them have contributed to this field in their own right. Here the names of Farhad Analoui, Philip Crowdy, Mark Stevens and Frank Worthington deserve special mention. Numerous managers have also contributed to the understanding of misbehaviour that has now emerged, not least by allowing the organizations for which they have been responsible to be studied, and by discussing the behaviour that research uncovered. Above all in this category there is Maurice Phelps, who, many years ago now, gave me my first opportunity to research the informal organization of misbehaviour at close quarters.
Colleagues at Lancaster have not always shared a high degree of intellectual interest in misbehaviour, though they have remained supportive in other ways. The names of Keith Soothill, Frank Blackler, Mike Reed and Colin Brown must be mentioned. There are exceptions to every rule of course, and Gibson Burrell and John Hughes (both well equipped by temperament to be empathetic observers of misbehaviour) could be relied on to provide a sympathetic audience for ideas and findings in the early years. At different times, Karen Legge and Barbara Townley were also willing to listen to discussions of this material; even though neither was fundamentally sympathetic to the overall explanatory scheme. Interestingly, also, both of these friends were not above taking a disciplinary attitude to what they considered my own tendencies to misbehave. Such episodes serve as a demonstration, if any is needed, that academic work is not exempt from the political processes through which self-organization is developed. However, it would be unfortunate indeed if readers were to get the impression that conflict was pervasive. Karen Legge, in particular, not only has read and commented on sections of this manuscript, much to their benefit, but is owed a huge debt for many other practical and intellectual contributions.
Paul Thompson adds that after a lifetime's experience of observing his own and others' workplace misbehaviour, there are too many people and places to mention by name. But he would like to thank Heidi Gottfried, Julia O'Connell-Davidson and Fiona Wilson for help with Chapter 6. MBA students at Edinburgh have been a stimulating audience for these ideas, and have provided valuable means of road testing the ideas in many of these chapters. They have also contributed many examples and illustrations of misbehaviour, some of which have found their way into these pages. Colleagues at Edinburgh, particularly Tricia Findlay and Jim Hine, have given [Page viii]valued support during the long gestation period of this book. Like anyone who knows me, they will no doubt be glad never again to hear any reference to ‘The book on organizational misbehaviour I'm working on with Steve Ackroyd’. They can now read the book for themselves.
There are some people to whom both authors feel indebted. The work of David Collinson and that of Paul Edwards has been imporant to us, as anyone will see who reads the book. Paul Stewart and Miguel Martinez-Lucio have also been consistent sources of (more pointed) stimulation and for us both their ideas are matters of lively interest. Pam Ackroyd read the manuscript through on several occasions, and helped us to avoid a number of errors. She also prepared the bibliography. Special thanks are due to Sue Jones of Sage Publications who originally commissioned the book and was consistently in our corner. More recently Sue's task was taken over by Rosemary Nixon, who is also to be thanked for her consistent support and encouragement.and Universities of Lancaster and Edinburgh
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