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Popular critiques of consultancy and a politics of management learning?

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Sturdy, Andrew. (2009) Popular critiques of consultancy and a politics of management learning? Management Learning, Vol.40 (No.4). pp. 457-463. ISSN 1350-5076

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Official URL: http://dx.doi.org/10.1177/1350507609339686

Abstract

In this short article, I argue that popular business discourse on the role of management consultancy in the promotion and translation of management ideas is often critical, informed by more or less implicit ethical and political concerns with employee security, equity, openness and the transparency and legitimacy of responsibility. These concerns are, in part, ‘sayable’ because their object is seen as a scapegoat for management. Nevertheless, combined with the popular form of their expression, they can support and legitimize critical studies of management learning, a discipline which otherwise has become overly concerned with processual and situational phenomena at the expense of broader political dynamics and of the content and consequences of management and management knowledge

Item Type:	Journal Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor
Divisions:	Faculty of Social Sciences > Warwick Business School
Library of Congress Subject Headings (LCSH):	Business consultants -- Research, Management -- Research, Organizational learning, Knowledge management, Management -- Philosophy
Journal or Publication Title:	Management Learning
Publisher:	Sage Publications Ltd.
ISSN:	1350-5076
Date:	September 2009
Volume:	Vol.40
Number:	No.4
Page Range:	pp. 457-463
Identification Number:	10.1177/1350507609339686
Status:	Peer Reviewed
Access rights to Published version:	Restricted or Subscription Access
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URI:	http://wrap.warwick.ac.uk/id/eprint/2428