Popular critiques of consultancy and a politics of management learning?
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
WRAP_Sturdy_consulting_critiques.pdf - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Official URL: http://dx.doi.org/10.1177/1350507609339686
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.|
|Official Date:||September 2009|
|Page Range:||pp. 457-463|
|Access rights to Published version:||Restricted or Subscription Access|
Anand, V, Glick, W H and Manz, C C (2002) ‘Thriving on the Knowledge of Outsiders: Tapping Organizational Social Capital’, Academy of Management Executive, 16, 1, 87-101.
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