• 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.

Creating Better Understandings of Organizations While Building Better Organizations
Creating better understandings of organizations while building better organizations

Although people have been organizing themselves for many thousands of years, the number and varieties of organizations increased dramatically during the nineteenth and twentieth centuries, making organization design a central issue in contemporary societies. However, current approaches to organization design rely on static, mechanistic ideas that are often out of touch with changing realities. Specifically, organizations commit to plans that they then use to guide the matching of organization structures and environmental demands. Though environments change and structures evolve, the design process ignores the implications of this evolution. In a changing world, a continued reliance on static and unchanging organization design leads to undesired results and widespread dissatisfaction.

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