• Summary
  • Contents
  • Subject index

"Barry and Hansen have gathered an impressive array of contributors to speculate where the management and organization field might be headed. The Handbook offers refreshing and proactive insights that confront our assumptions about organizations and challenge us to expand our thinking and inquiry. It it must reading for anyone who seeks to understand how we look at, live in, and act on organizations."—Thomas G. Cummings, Marshall School of Business, University of Southern CaliforniaTen years ago critical theory and postmodernism were considered new and emerging theories in Business and Management. What will be the next new important theories to shape the field? In one edited volume, David Barry and Hans Hansen have commissioned new chapters that will allow readers to stay one step ahead of the latest thinking. Contributors draw on research and practice to introduce ideas that are considered 'fringe' and controversial today, but may be key theoretical contributions tomorrow. Each chapter sets these ideas in their historical context, lays out the key theoretical positions taken by each new approach and makes it clear why these approaches are different to more mainstream concepts. Throughout contributors refer to existing studies that show how these developing themes will change the Business and Management arena.Researchers, teachers and advanced students who are interested in the future of Business and Management scholarship will want to read this Handbook.

Social Worlds Theory and the Power of Tension
Social worlds theory and the power of tension

The contemporary ‘practice-turn’ (Schatzki et al., 2001) of organization studies and the focus upon organizations as both actions or ‘doings’ as well as fields of practices (Gherardi, 2006; Nicolini et al., 2003) has introduced a radically new way of approaching the issue of organizational learning. This perspective can be traced back to Jean Lave and Etienne Wenger's work on learning as legitimate peripheral participation in communities of practice (1991). The practice-based take on organizational learning has been helpful in bringing our attention to learning as collective endeavours rather than viewing individuals as representatives for organizational learning, and it has alluded us to learning which is not connected to any kind ...

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