2009
DOI: 10.1177/0018726708101984
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Critical performativity: The unfinished business of critical management studies

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent

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Cited by 526 publications
(677 citation statements)
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References 89 publications
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“…Incommensurability can create caricatures, even "bogey-men" (Parker, 2002: 120), out of the approaches and concepts of mainstream management and organization studies colleagues (Parker, 2002: 115-127; see also Spicer et al, 2009), understating nuances within and connections across theoretical approaches (cf. Aitkin et al, 2007;Deetz, 1996;Ford et al 2010).…”
Section: Theoretical Pluralism Revisitedmentioning
confidence: 99%
See 1 more Smart Citation
“…Incommensurability can create caricatures, even "bogey-men" (Parker, 2002: 120), out of the approaches and concepts of mainstream management and organization studies colleagues (Parker, 2002: 115-127; see also Spicer et al, 2009), understating nuances within and connections across theoretical approaches (cf. Aitkin et al, 2007;Deetz, 1996;Ford et al 2010).…”
Section: Theoretical Pluralism Revisitedmentioning
confidence: 99%
“…Conceivably, this highly performative image of construction contributes to the rather modest number of critical studies of construction work despite its sizeable socio-economic influence: perhaps this sector is simply too managerially performative for interesting critical study? By focussing on construction, we also follow Spicer et al (2009) in challenging the notion that engagement with performativities is antithetical to the CMS agenda. In pursuing this "more than managerial" approach we also adopt a pluralist perspective, so as to generate new critical concepts by refusing to orientate studies of project failure around a managerial-positivist paradigm.…”
Section: Introductionmentioning
confidence: 99%
“…In line with Critical Management Studies, the current study widens the perspective of the hedgehog-fox metaphor in that it rejects a narrow description and clear-cut categories of individuals (Spicer et al 2009). It lays a scientific foundation for a more ambivalent exploration of the metaphor and cognitive styles in general.…”
Section: Dimension In Applicationmentioning
confidence: 68%
“…However, their aloofness from the ''problems of men'' more and more came to be regarded as inconsistent with attempts to promote social change, as reinforcing an inside-looking attitude, as preventing the articulation of positive wants and desires (instead of only negatively deconstructing the existing situation), and as reinforcing a cynical consciousness, in which Critical management scholars depend on and profit from the same organizational world they critique (Butler and Spoelstra 2014;Parker 2014). These concerns were translated into a new view of Critical management studies as Critically or progressively performative, purporting to ''actively and subversively intervene in managerial discourse and practices,'' guided by an affirmative stance, an ethic of care, a pragmatic orientation, attending to potentialities and a normative orientation (Spicer et al 2009(Spicer et al , p. 544, 2016Hartmann 2014;Wickert and Schaefer 2015).…”
Section: Discussionmentioning
confidence: 99%