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Critical management studies (CMS) is increasingly recognized as a distinct and institutionalized field of research within organization and management scholarship. That institutionalization, however, has been a cause for both optimism and concern about what holds the project together and how it might develop in the future. In an effort to provide a constructive direction for further development, Spicer et al. (2009) suggest the orienting concept of 'critical performativity' and several tactics for realizing it. I contend that realizing a critically performative agenda is likely to be impeded by the increasingly institutionalized canon of acceptably critical perspectives in CMS, and suggest how it might alternatively be realized by expanding existing canons to include subversive readings of mainstream theory. To this end, I present a set of tactics for this sort of 'subversive functionalism' focused on deeper theoretical engagement and exploration of implications, alternatives and integration.

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The current COVID-19 pandemic brings about dramatic challenges for frontline police officers and their organizations. This will, we argue, likely have two implications for frontline learning and innovation. First, the pandemic will surely occasion a surge of frontline improvisation and innovation in police organizations responding to the crisis as the experienced needs for new solutions dramatically increase. Secondly, but equally importantly, this wave of frontline innovation is likely to be more transparent than is typically the case for innovations developed in frontline police work, because of changes in formal mandates and informal tolerance for procedural deviance. At this moment of unusually widespread and transparent frontline innovation, we propose an approach to capturing and diffusing this frontline innovation. By taking seriously the unique dynamics of frontline innovation, such an approach is likely to capture valuable innovations that might otherwise rapidly dissipate and be lost.