`An excellent source for graduate students, especially in the field of human resource development, who are exploring areas for future research of a critical nature' - Adult Education Quarterly Drawing upon a range of influential contemporary movements in the social sciences, primarily upon critical traditions, such as the Critical Theory of the Frankfurt School, this text provides a wide ranging analysis of management and its various specialisms. The book offers critical understandings of key areas of management theory and practice such as accounting, strategic management, marketing, business ethics and environmental management. It also examines the relations between power and discursive practices in the modern corporation; the role of architecture as a repressive and emancipatory force in organizations; gender and organizations and critical methodology for organizational research. Key issues of power/knowledge relations across these areas are addressed and new agendas both for these fields and for management studies as a whole are introduced. Contributing authors include: Mats Alvesson, Gibson Burrell, David Cooper, Karen Dale, Stan Deetz, Linda Forbes, John Forester, John Jermier, David Levy, Joanne Martin, Glenn Morgan, Martin Parker, Mike Power, Richard Loughlin and Hugh Willmott

Critical Approaches to Strategic Management

Critical Approaches to Strategic Management
Critical approaches to strategic management
LevyDavid L.AlvessonMatsWillmottHugh

It is only comparatively recently that ‘strategic management’ has been labelled, studied and privileged as a field of managerial practice and scholarly attention (Knights and Morgan, 1991). Many business schools have crowned their programmes with a ‘capstone’ coure in strategic management, which is intended to provide a ‘top-management perspective’, in addition to fostering a familiarity with the key concepts in the field. As perhaps the most managerialist of the management specialties, ‘strategy’ largely takes for granted the historical and political conditions under which managerial priorities are determined and enacted. Moreover, as a technocratic mode of decision-making serving particular interests, strategy is not simply confined to the business world; rather, ‘strategy’ can be seen in the ...

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