`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

Marketing and Critique: Prospects and Problems

Marketing and Critique: Prospects and Problems
Marketing and critique: Prospects and problems

In their introduction to the most comprehensive collection of critical articles on marketing recently published, Brownlie and his colleagues state that ‘in many ways the 1990s have become the decade of marketing’ (Brownlie et al., 1999b: 6). They relate this to the extensive use of marketing technologies outside the private sector, in relation to non-profit organizations, politics and the state sector as well as to the broader ideological and political context in which market capitalism became the single dominant mode of economic organization after the collapse of the Soviet system. These changes make the development of a critical approach to marketing increasingly important. This chapter builds on my arguments in the first version of ...

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