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21910 Researching Organisations and Management

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2019 is available in the Archives.

UTS: Business: Management
Credit points: 6 cp

Subject level:

Undergraduate

Result type: Grade and marks

There are course requisites for this subject. See access conditions.

Description

Exemplary research is well conceived, well executed, and well written. It is what scholars should aim to do. The purpose of this subject is twofold: 1) to introduce research students to the ideas and techniques that underpin particular examples of exemplary research; and 2) to help research students apply these ideas in the execution of their own research. Students not only critically evaluate examples of research but also explore the practice of research to identify key strategies and potential pitfalls that can affect their research process and timing.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:
1. apply and defend exemplary criteria in your choice of excellent research
2. develop critical interrogative skills vis--vis exemplary research
3. use exemplars as templates for the research design that you will follow in your own research
4. communicate using elegant writing and pleasing prose.

Contribution to the development of graduate attributes

One of the hardest things for new research students is defining the parameters, requirements and appropriateness of the topic that interests them. Common mistakes include: thinking in overly general or broad terms; failing to judge the differential quality of preceding research; failing to identify a research focus that makes a contribution; and failing to develop a research design that is methodologically and theoretically well-articulated. It is easy to start from assumptions that turn out, too late, not to have been exemplary! The objective of this subject is to help students try and combat this tendency, thereby improving the quality of their research and enhancing their ability to complete their research within the allotted time.

Teaching and learning strategies

This subject is delivered through a variety of face-to-face teaching strategies. Face-to-face content delivery employing highly interactive approaches to enhance the theoretical delivery of the subject, tailored to specific student needs and interest is the norm. There are no formal or pre-prepared lectures as such – the aim is to achieve dialogue and discussion backed up by expert knowledge where applicable and appropriate. The subject is delivered though a seminar program which utilises intensive modes of teaching, based on case studies of exemplary research that link the theory and practice of doing research. Throughout the subject, students are required to present papers and be involved in peer-learning activities.

Content (topics)

  • How to write
  • Critical appraisal of research
  • Framing and shaping research
  • The lived experience of doing research
  • Crafting research questions, instruments and protocols
  • Theorizing
  • Data collection and analysis
  • Shaping a paper

Assessment

Assessment task 1: Presentation and Essay

Objective(s):

This addresses subject learning objective(s):

1, 2, 3 and 4

Groupwork: Individual
Weight: 10%
Length:

500 words (advisory only)

Assessment task 2: Presentation and Essay

Objective(s):

This addresses subject learning objective(s):

1, 2, 3 and 4

Groupwork: Individual
Weight: 25%
Length:

3000 words minimum (advisory only)

Assessment task 3: Presentation and Essay (3000 words minimum)

Objective(s):

This addresses subject learning objective(s):

1, 2, 3 and 4

Groupwork: Individual
Weight: 65%
Length:

3000 words minimum (advisory only)

Minimum requirements

Students must achieve at least 50% of the subject’s total marks.

Required texts

Peter Frost and Ralph Stablein (eds) Doing Exemplary Research, Thousand Oaks, Sage.

Recommended texts

These are compendia, handbooks, and other useful overview resources of recent provenance that you should consult.

References

  • Adler, P. (ed.) The Oxford Handbook of Sociology and Organization Studies: Classical Foundations, Oxford: Oxford University Press.
  • Alvesson, M., Bridgman, T. and Wilmott, H. (eds) The Oxford Handbook of Critical Management Studies, Oxford: Oxford University Press.
  • Barry, D. and Hansen, H. (2008) The Sage Handbook of New Approaches in Management and Organizations, London: Sage.
  • Clegg, S. R. (2002) Central Currents in Organization Studies I: Frameworks and Applications, Volumes One to Four, London: Sage.
  • Clegg, S. R. (2002) Central Currents in Organization Studies II: Contemporary Trends, Volumes Five to Eight, London: Sage.
  • Clegg, S.R. & Bailey, J. R. (eds) The Sage International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage.
  • Clegg, S. R., Hardy, C., Lawrence, T. B., and Nord W. R (2006) The Sage Handbook of Organization Studies, London: Sage.
  • Clegg, S. R., Kornberger, M. and Pitsis, T. (2008) Managing and Organizations: An Introduction to Theory and Practice, London: Sage. (Introductory text).
  • Cooper, C. L & Clegg, S. R. (2009) The Sage Handbook of Organizational Behaviour: Volume 2: Macro Approaches, London: Sage.
  • Tsoukas, H. and Knudsen, C. (2004) The Oxford Handbook of Organization Theory, Oxford: Oxford University Press.
  • Grant, D., Hardy, C., Oswick, C., and Putnam, L. (2004) The Sage Handbook of Organizational Discourse, London: Sage.
  • Greenwood, R. Oliver, C., Sahlin, K. and Suddaby, R. (2008) The Sage Handbook of Organizational Institutionalism, London: Sage.
  • Westwood, R. & Clegg, S. R. (2003) Debating Organizations, Oxford: Blackwell.

NB: new handbooks and compendia are constantly being produced – these reflect my interests – you should use Google to find those that reflect yours.

Other relevant Handbooks are also a good idea for consultation. Check the likely websites of publishers such as:

Sage, Oxford, Cambridge, Blackwell, Routledge, Elgar, etc.

Key Journals (in alphabetical order)

  • Academy of Management Journal
  • Academy of Management Learning and Education
  • Academy of Management Review
  • Administrative Science Quarterly
  • Culture and Organization
  • Gender, Work and Organization
  • Human Relations
  • Journal of Management Inquiry
  • Journal of Management Studies
  • Management Learning
  • Organization
  • Organization Science
  • Organization Studies
  • Scandinavian Journal of Management
  • And many more - check out the A* and A journals in the list at http://www.abdc.edu.au/pages/abdc-journal-quality-list-2013.html

References

References taken from one of my collected works – the 2010 collection. This can serve as an introduction to the field.

  • Barley, S., et al (1988), 'Cultures of Culture: Academics, Practitioners and the Pragmatics of Normative Control', ASQ, 33, 24–60.
  • Barron, J. N., et al (1986), 'War and Peace: The Evolution of Modern Personnel Administration in US Industry', AJS, 92: 350–383.
  • Clegg, S. R. (ed.) (2002a), Central Currents in Organization Studies: Contemporary Trends – Volume Five: Political Relations and Arenas both in and around Organizations, London: Sage.
  • Clegg, S. R. (ed.) (2002b), Central Currents in Organization Studies: Contemporary Trends – Volume Six: Discursive Subjects and Qualitative Research, London: Sage.
  • Clegg, S. R. (ed.) (2002c), Central Currents in Organization Studies: Contemporary Trends – Volume Seven: The Social Construction of Organization Realities, London: Sage.
  • Clegg, S. R. (ed.) (2002d), Central Currents in Organization Studies: Contemporary Trends – Volume Eight: Paradigms of Theory; Paradigms for Practice, London: Sage.
  • Clegg, S. R. (ed.) (2002e), Central Currents in Organization Studies: Frameworks and Applications — Volume One: Historical Perspectives and Emergent Tensions, London: Sage.
  • Clegg, S. R. (ed.) (2002f), Central Currents in Organization Studies: Frameworks and Applications — Volume Two: The Foundations, London: Sage.
  • Clegg, S. R. (ed.) (2002g), Central Currents in Organization Studies: Frameworks and Applications — Volume Three: Central Debates, London: Sage.
  • Clegg, S. R. (ed.) (2002h), Central Currents in Organization Studies: Frameworks and Applications — Volume Four: Institutions and Economics, London: Sage.
  • Gersick, C. J. G. (1988), 'Time and transition in Work teams: Towards a New Model of Group development', Academy of Management review, 11, 67–80.
  • Jermier, J. (1985), 'When the Sleeper Awakes: A Short Story extending themes in Radical Organization Theory', JOM, 11, 2, 67–80.
  • Latham, G. P., et al. (1988), 'Resolving scientific disputes by the joint design of crucial experiments by the antagonists: Applications to the Erez-Latham dispute regarding participation in goal-setting', JAP, 73, 753–772.
  • Meyer, A. D. (1982), 'Adapting to Environmental Jolts', ASQ, 27, 515–537.
  • Redman, P. (2001), Good Essay Writing: A Social Sciences Guide, Open University; SAGE, Milton Keynes, U.K.; London; Thousand Oaks, Calif.
  • Stablein, R. (1996), 'Data in Organization Studies', pp 507–525 in Clegg, S et al. (eds) Handbook of Organization Studies, London: Sage.
  • Sutton, S. I., and Rafaeli, A. (1988), 'Untangling the relationship between displayed emotions and organizational sales: the case of convenience stores', AMJ, 31, 461–487.
  • Watson, D. (2003), Death Sentence: The Decay of Public Language, Random House Australia, Milsons Point.

SUGGESTED RECENT READINGS FROM THE JOURNALS – IF YOU ARE UNSURE WHERE TO START THESE REFERENCES MAY BE HELPFUL.

These are journal articles and the occasional book of recent provenance that you might consult. Clearly you cannot read everything but they are organized thematically. Choose themes that interest you and read around them. Try and read some from each theme.

1. Histories

1.1. The Roots of Uncertainty in Organization Theory: A Historical Constructivist Analysis, Shenhav, Y., and Weitz, E. Organization Vol. 7, No. 3, 373-401 (2000).

1.2. From King to Court Jester? Weber’s Fall from Grace in Organizational Theory, Lounsbury, M., and Carberry, E. J. Organization Studies, Vol. 26, No. 4, 501-525 (2005).

1.3. `Dead Selves': The Birth of the Modern Career, McKinlay, A. Organization, Vol. 9, No. 4, 595-614 (2002).

1.4. Shouldn’t Organization Theory Emerge from Adolescence?, Starbuck, W. H. Organization, 10; 439-452 (2003).

1.5. The Study of Organizations and Organizing Since 1945, March, J. G. Organization Studies, Vol. 28, No. 1, 9-19 (2007).

1.6. Managing Foucault: Genealogies of management, McKinlay, A. Management & Organizational History, Vol.1, No. 1, 87-100 (2006).

1.7. From Freemasons to the Employee: Organization, History and Subjectivity, Newton, T. Organization Studies, Vol. 25, No. 8, 1363-1387 (2004).

1.8. Ties to the Past in Organization Research: A Comparative Analysis of Retrospective Methods, Cox, J. W., and Hassard, J. Organization, Vol. 14, No. 4, 475-497 (2007).

1.9. The New Structuralism in Organizational Theory, Lounsbury, M., and Ventresca, M. Organization, Vol. 10, No. 3, 457-480 (2003).

2. Paradigms and perspectives

2.1. Forbidden knowledge: Organization theory in times of transition, Czarniawska, B., Management Learning, 34:353-365 (2003).

2.2. Kelemen, M., and Hassard, J., Paradigm plurality: Exploring past, present, and future trends, in R. Westwood and S.R. Clegg (Eds.), Debating organization: point-counterpoint in organization studies, pp. 73-82, London: Blackwell (2003).

2.3. Who’s afraid of incommensurability?, Czarniawska, B., Organization, 5(2): 273-275 (1998).

2.4. Normal science, paradigms, metaphors, discourses and genealogies of analysis, in Clegg, S. R., Hardy, C., and Nord, W. R. (Eds.) Burrell, G. The Handbook of Organization Studies, pp. 642-658, London: Sage (1996).

2.5. Organization studies and the new pragmatism: Positivism, anti-positivism, and the search for ethics, Wicks, A. C., and Freeman, R. E. Organization Science, 9: 123-140 (1998).

2.6. The politics of organizational analysis, Marsden, R. Organization Studies, 14 (1): 93-124 (1993).

2.7. Barriers to the advance of organizational science: Paradigm development as a dependant variable, Pfeffer, J. Academy of Management Review, 18: 599-620 (1993).

2.8. In successful defence of organizational theory: A routing of the critics, Donaldson, L. Organization Studies, 9(1): 28-32 (1988).

2.9. For management? Clegg, S.R., Kornberger, M., Carter, C., and Rhodes, C. Management Learning, 37(1): 7-27 (2006).

2.10. Foucault, HRM and the ethos of the critical management scholar, Barrett, E. Journal of Management Studies, 40(5): 1069-1087 (2003).

2.11. At the critical moment: Conditions and prospects for critical management studies, Fournier, V., and Grey, C. Human Relations, 53(1): 7-32 (2000).

2.12. Critique in the name of what? Postmodernism and critical approaches to organization, Parker, M. Organization Studies, 16(4): 553-564 (1995).

2.13. The paradox of sense making on organizational analysis, Allar-Poesi, F. Organization, 12(2): 169-196 (2005).

2.14. Is ethnography Jazz? Humphreys, M., Brown, A., and Hatch, M. J. Organization, 10(1): 5-31 (2003).

2.15. The truth about social construction in administrative science, Meckler, M., and Baillie, J. Journal of Management Inquiry, 12(3): 273-284 (2003).

2.16. False dilemmas in organization theory: Realism or social constructivism, Tsoukas, H., Organization, 7(3):531-535 (2000).

3. Institutions and Evolutions

3.1. Lords of the Dance: Professionals as Institutional Agents, Scott, W. R. Organization Studies, Vol. 29, No. 2, 219-238 (2008).

3.2. Co-Evolution of Entrepreneurial Careers, Institutional Rules and Competitive Dynamics in American Film, 1895-1920, Jones, C. Organization Studies, Vol. 22, No. 6, 911-944 (2001).

3.3. Co-Evolution of Firm Capabilities and Industry Competition: Investigating the Music Industry, 1877-1997, Huygens, M., Frans, A. J., Bosch, V. D., Volberda, H. W., Baden-Fuller, C. Organization Studies, Vol. 22, No.6, 971-1011 (2001).

3.4. The Co-evolution of Institutional Environments and Organizational Strategies: The Rise of Family Business Groups in the ASEAN Region, Carney, M., and Gedajlovic, E. Organization Studies, Vol. 23, No. 1, 1-29 (2002).

3.5. From Moby Dick to Free Willy: Macro-Cultural Discourse and Institutional Entrepreneurship in Emerging Institutional Fields, Lawrence, T. B., and Phillips, N. Organization, Vol. 11, No. 5, 689-711 (2004).

3.6. New Practice Creation: An Institutional Perspective on Innovation, Lounsbury, M., and Crumley, E. T. Organization Studies, Vol. 28, No. 7, 993-1012 (2007).

3.7. The Institutional Entrepreneur as Modern Prince: The Strategic Face of Power in Contested Fields, Levy, D., and Scully, M. Organization Studies, Vol. 28, No. 7, 971-991 (2007).

3.8. A Critical Realist Approach to Institutional Entrepreneurship, Leca, B., and Naccache, P. Organization, Vol. 13, No. 5, 627-651 (2006).

3.9. How Institutions Form: Loose Coupling as Mechanism in Gouldner’s Patterns of Industrial Bureaucracy, Hallett, T., and Ventresca, M. J. American Behavioral Scientist, Vol. 49, No. 7, 908-924 (2006).

3.10. New Organizational Forms: Towards a Generative Dialogue, Palmer, I., Benveniste, J. and Dunford, R. Organization Studies, Vol. 28, No. 12, 1829-1847 (2007).

3.11. The Rise of Post-Bureaucracy: Theorists' Fancy or Organizational Praxis?, Johnson, P., Wood, G., Brewster, C., and Brookes, M. International Sociology, Vol. 24, No. 1, 37-61 (2009).

4. Process and Practice Theories

4.1. Faith, Evidence, and Action: Better Guesses in an Unknowable World, Weick, K. E. Organization Studies, Vol. 27: pp. 1723 - 1736 (2006).

4.2. Organizing is Both a Verb and a Noun: Weick Meets Whitehead, Bakken, T., and Hernes, T. Organization Studies, Vol. 27, No. 11, 1599-1616 (2006).

4.3. Peripheral Vision: The Sites of Organizations, Schatzki, T. R. Organization Studies 26(3): 465-484 (2005).

4.4. Introduction to the Symposium on The Foundations of Organizing: The Contribution from Garfinkel, G., and Samra-Fredericks, S. D., and Bargiela-Chiappini, F. Organization Studies, Vol. 29, No. 5, 653-675 (2008).

4.5. Goffman on Organizations, Manning, P. K. Organization Studies, Vol. 29: pp. 677 – 699 (2008).

4.6. Harold Garfinkel, Ethnomethodology and Workplace Studies, Rawls, A. W. Organization Studies, Vol.29, No. 5, 701-732 (2008).

4.7. Organization in Actual Episodes of Work: Harvey Sacks and Organization Studies, Llewellyn, N. Organization Studies, Vol. 29, No. 5, 763-791 (2008).

4.8. Organs of Process: Rethinking Human Organization, Cooper, R. Organization Studies, Vol. 28, No. 10, 1547-1573 (2007).

4.9. Organizations as Distinction Generating and Processing Systems: Niklas Luhmann’s Contribution to Organization Studies, Seidl, D., and Becker, K. H. Organization, Vol. 13, No. 1, 9-35 (2006).

5. Discourses and Narratives

5.1. Varieties of discourse: On the study of organizations through discourse analysis, Alvesson, M., and Karreman, D. Human Relations, Vol. 53, No. 9, 1125-1149 (2000).

5.2. Standardization, Globalization and Rationalities of Government, Higgins, W., and Hallström, K. T. Organization, Vol. 14, No. 5, 685-704 (2007).

5.3. Peripheral Vision: Discourse Analysis in Organization Studies: The Case for Critical Realism, Fairclough, N. Organization Studies, Vol. 26, No. 6, 915-939 (2005).

5.4. Embedded Ethics: Discourse and Power in the New South Wales Police Service, Gordon, R., Clegg, S. R., and Kornberger, M. Organization Studies, vol. 30 (1): pp. 73-99.

5.5. On the Multi-modality, Materially and Contingency of Organization Discourse, Iedema, R. Organization Studies, Vol. 28, No. 6, 931-946 (2007).

5.6. Organizational context and the discursive construction of organising, Sillince, J. Management Communication Quarterly. 20 (4): 363-394 (2007).

5.7. The Application of Rhetorical Theory in Managerial Research: A Literature Review, Hartelius, E. J., and Browning, L. D. Management Communication Quarterly, Vol. 22, No. 1, 13-39 (2008).

5.8. Meaning in Organizational Communication: Why Metaphor Is the Cake, not the Icing, Hogler, R., Gross, M. A., Hartman, J. L., and Cunliffe, A. L. Management Communication Quarterly, Vol. 21: pp.393–412 (2008).

5.9. Discourse Analysis and the Study of Organizations., Grant, D., and Iedema, R., Text: An Interdisciplinary Journal for the Study of Discourse 25(1): 37-66 (2005).

5.10. ‘Handbook of Organizational Discourse’, Rhodes, C., Review of D. Grant, C. Hardy, C. Oswick and L. Putnam (Eds.), Organization Studies, 26(5): 787-793 (2005).

5.11. The limits of discourse analysis in organization analysis, Reed, M. Organization, 7(3): 524-530 (2000).

5.12. Organizational discourses: Text and context, Keenoy, T., Oswick, C., Grant, D. Organization, 4: 147-158 (1997).

5.13. Narrative, organizations and research, Rhodes, C., and Brown, A. International Journal of Management Reviews, 7(3): 167-188 (2005).

5.14. Stories of the storytelling organization: A postmodern analysis of Disney as “Tamara-Land”, Boje, D.M. Academy of Management Journal, 38(4): 997-1035 (1995).

5.15. Narration or science? Collapsing the division in organization studies, Czarniawska-Joerges, B. Organization 2 (1): 11-33 (1995).

5.16. The unmanaged organization: Stories, fantasy and subjectivity, Gabriel, Y. Organization Studies, 16(3): 477-511 (1995).

5.17. Pullen, A. Gendering the Research Self: social practice and corporeal multiplicity in the writing of organizational research Gabriel, Y. Gender, Work and Organization. 13 (3): 277-298 (2006).

5.18. Writing responsibly: Narrative fiction and organization studies, Rhodes, C., and Brown, A.D. Organization, 12(4): 505-529 (2005).

5.19. Research Subjects/Research Subjections: Exploring the Ethics and Politics of Critical Research, Rhodes, C., and Brown, A. D. Organization 10(2): 307-325 (2003).

5.20. “Interpersonal Metaphysics – We live in a Political World”: The Paradox of Managerial Wisdom, pp. 377-398 in Kessler, E.H., and Bailey, J. R. (eds), Pitsis, T. S., and Clegg, S. R. Handbook of Organizational and Managerial Wisdom , Thousand Oaks, CA: Sage. (2007).

5.21. “Representation and reflexivity’ pp. 423-444 in Clegg, S. R., Hardy, C., Nord, W., and Lawrence, T. Handbook of Organization Studies (new, completely revised second edition), London: Sage. (2006).

6. Organizing Time, Space and Embodiment

6.1. On Time, Space, and Action Nets, Czarniawska, B. Organization, Vol. 11, No. 6, 773-791 (2004).

6.2. Organizational Time: A Dialectical View, Cunha, M. P. e. Organization, Vol. 11, No. 2, 271-296 (2004).

6.3. The Temporalization of Financial Markets: From Network to Flow, Cetina, K. K., and Preda, A. Theory, Culture & Society, Vol. 24: pp. 116 - 138 (2007).

6.4. The night of the bug: Technology, risk and (dis)organization at the fin de siècle, Knights, D., Vurdubakis, T., and Willmott, H. Management & Organizational History, Vol. 3, No. 3-4, 289-309 (2008).

6.5. Place, Space and Time: Contextualizing Workplace Subjectivities, Halford, S., and Leonard, P. Organization Studies, Vol. 27, No. 5, 657-676 (2006).

6.6. Stretching out and expanding work practices in time and space: The case of telemedicine, Nicolini, D. Human Relations, Vol. 60, No. 6, 889-920 (2007).

6.7. Knowing Bodies at Work: Embodiment and Ephemeral Teamwork in Anaesthesia, Hindmarsh, J., and Pilnick, A. Organization Studies, Vol. 28: pp. 1395-1416 (2007).

6.8. Dance-work: Images of Organization in Irish Dance, Kavanagh, D., Kuhling, C., and Keohane, K. Organization, Volume 15(5): 725–742 (2008).

7. Organizing Identity

7.1. Identities and Insecurities: Selves at Work, Collinson, D. L. Organization, Vol. 10, No. 3, 527-547 (2003).

7.2. The Tyranny of the Epochal: Change, Epochalism and Organizational Reform, du Gay, P. Organization, Vol. 10: pp. 663 - 684 (2003).

7.3. Theorizing the Micro-politics of Resistance: New Public Management and Managerial Identities in the UK Public Services, Thomas, R., and Davies, A. Organization Studies, Vol. 26, No. 5, 683-706 (2005).

7.4. Cages in Tandem: Management Control, Social Identity, and Identification in a Knowledge-Intensive Firm, Kärreman, D., and Alvesson, M. Organization, Vol. 11, No. 1, 149-175 (2004).

7.5. Double Agents: Gendered Organizational Culture, Control and Resistance, Hawkins, B. Sociology, Vol. 42: pp. 418-435 (2008).

7.6. Sexuality, Power and Resistance in the Workplace, Fleming, P. Organization Studies, Vol. 28: pp.239 - 256 (2007).

7.7. The importance of being `Indian': Identity centrality and work outcomes in an off-shored call center in India, Das, D., Dharwadkar, R., and Brandes, P. Human Relations, Vol. 61: pp. 1499-1530 (2008).

7.8. Albert and Whetten Revisited: Strengthening the Concept of Organizational Identity, Whetten, D.A. Journal of Management Inquiry, Vol. 15: pp. 219-234 (2006).

7.9. Mobilizing Identities: Uncertainty and Control in Strategy, White, H.C., Godart, F.C., and Corona, V. P. Theory, Culture & Society, Vol. 24: pp. 181-202 (2007).

7.10. Desperately Seeking Legitimacy: Organizational Identity and Emerging Industries, Clegg, S.R., Rhodes, C., and Kornberger, M. Organization Studies, Vol. 28, No. 4, 495-513 (2007).

7.11. ‘What do you want from me?’: A poststructuralist feminist reading of middle managers' identities. Linstead, A., and Thomas, R. Culture and Organization. 8(1): 1-21 (2002).

7.12. Managing masculinity in contemporary organizational life: A ‘man’agerial project, Knights, D., and Kerfoot, D. Organization, 5(1): 7-26 (1998).

7.13. Organization theory: Blind and deaf to gender?, Wilson, F. Organization Studies, 17(5): 825-842 (1996).

7.14. The gender we think, the gender we do in everyday organizational life, Gherardi, S. Human Relations, 47(6):591-609 (1994).

7.15. `Hierarchies, jobs, bodies: a theory of gendered organizations', Acker, J. Gender and Society, 4(2): 139-158 (1990).

7.16. Surveillance, Resistance, Observance: Exploring the teleo-affective volatility of workplace interaction, Iedema, R., Rhodes, C., and Scheeres, H. Organization Studies, 27(8): 1111-1130 (2006).

7.17. The game of exemplarity: Subjectivity, work and the impossible politics of purity’, ten Bos, R., and Rhodes, C. Scandinavian Journal of Management, 19(4): 403-423 (2003).

7.18. Identity regulation as organizational control: Producing the appropriate individual, Alvesson, M., and Willmott, H. Journal of Management Studies, 39(5): 619-44 (2002).

8. Cultures and Organizations

8.1. Culture and Organization Theory, Morrill, C. The ANNALS of the American Academy of Political and Social Science, Vol. 619, No. 1, 15-40 (2008).

8.2. Governmentality Matters: Designing an Alliance Culture of Inter- Organizational Collaboration for Managing Projects, Clegg, S.R., Pitsis, T.S., Rura-Polley, T., and Marosszeky, M. Organization Studies, Vol. 23, No. 3, 317-337 (2002).

8.3. The Political Dynamics of Organizational Culture in an Institutionalized Environment, Rodrigues, S.B. Organization Studies, Vol. 27, No. 4, 537-557 (2006).

8.4. In Search of Identity and Legitimation: Bridging Organizational Culture and Neoinstitutionalism, Pedersen, J.S., and Dobbin, F. American Behavioral Scientist, Vol. 49, No. 7, 897-907 (2006).

8.5. Hofstede's model of national cultural differences and their consequences: A triumph of faith - a failure of analysis, McSweeney, B. Human Relations, Vol. 55, No. 1, 89-118 (2002).

8.6. D'Oh: The Simpsons, Popular Culture, and the Organizational Carnival, Rhodes, C. Journal of Management Inquiry, Vol. 10: pp. 374-383 (2001).

8.7. Pop (Culture) Goes the Organization: On Highbrow, Lowbrow and Hybrids in Studying Popular Culture within Organization Studies, Rehn, A. Organization, Vol. 15, No. 5, 765-783 (2008).

9. Organization/s and/as Relations of Power

9.1. Reflections on Seven Ways of Creating Power, Haugaard, M. European Journal of Social Theory, Vol. 6, No.1, 87-113 (2003).

9.2. What B Would Otherwise Do: A Critique of Conceptualizations of ‘Power’ in Organizational Theory, Ailon, G. Organization, Vol. 13, No. 6, 771-800 (2006).

9.3. The politics of gossip and denial in interorganizational relations, van Iterson, A., and Clegg, S.R. Human Relations, Vol. 61, No. 8, 1117-1137 (2008).

9.4. Metaphors of Resistance, Fleming, P. Management Communication Quarterly, Vol. 19, No. 1, 45-66 (2005).

9.5. The Fox and the Hedgehog Go to Work: A Natural History of Workplace Collusion, Sewell, G. Management Communication Quarterly, Vol. 21, No. 3, 344-363 (2008).

9.6. Rituals and Resistance: Membership Dynamics in Professional Fields, Lawrence, T.B. Human Relations, Vol. 57, No. 2, 115-143 (2004).

9.7. Circuits of Power in Practice: Strategic Ambiguity as Delegation of Authority, Davenport, S., and Leitch, S. Organization Studies, Vol. 26, No. 11, 1603-1623 (2005).

9.8. Looking for the good soldier Svejk, Fleming, P., and Sewell, G., Sociology, 36(4): 857-873 (2002).

9.9. Some dare call in power, in Clegg, S.R., Hardy, C., and Nord, W.R. (Eds.) Hardy, C., and Clegg, S.R. The Handbook of Organization Studies, pp. 622-641, London: Sage. (2006).

9.10. Power and Organizations, Clegg, S. R., Courpasson, D., and Phillips, N. Thousand Oaks, CA: Sage (2006).

9.11. Are there no limits to authority? TQM and organizational power, Knights, D., and McCabe, D. Organization Studies, 20(2): 197-224 (1999).

9.12. The end of history and the futures of power, Clegg, S. R., and Courpasson, D., 21st Century Society: Journal of the Academy of the Social Sciences, 2(2): 131–154 (2007).

9.13. Necrocapitalism, Subhabrata Bobby Banerjee, Organization Studies, Vol. 29, No. 12, 1541-1563 (2008).

9.14. From Binarism Back to Hybridity: A Postcolonial Reading of Management and Organization Studies, Frenkel, M., and Shenhav, Y. Organization Studies, Vol. 24, No. 9, 1511-1535 (2003).

9.15. Organization Studies and Epistemic Coloniality in Latin America: Thinking Otherness from the Margins, Eduardo Ibarra-Colado, Organization, Vol. 13: pp. 463-488 (2006).

10. Organization/s and Ethics

10.1. Business ethics as practice, Clegg, S.R., Kornberger, M., and Rhodes, C. British Journal of Management, (available at http://www.blackwellsynergy.com/doi/abs/10.1111/j.1467-8551.2006.00493.x)(2007).

10.2. Management Ethics – Contemporary Contexts, Clegg, S.R., and Rhodes, C. Eds. London: Routledge Falmer (2006).

10.3. Ethical choice in managerial work: The scope for moral choices in an ethically irrational world, Watson, T.J., Human Relations, 56: 167-185 (2003).

10.4. As if Business Ethics Were Possible, “Within Such Limits”…, Jones, C., Organization, 10(2): 223-248 (2003).

10.5. Capitalism, subjectivity and ethics: Debating labour process analysis, Parker, M., Organization Studies, 20(1): 25-45 (1999).

10.6. Business ethics and Bauman ethics ten Bos, R., Organization Studies, 18: 997-1014 (1997).

10.7. ‘Deconstructive Decision Making: Undecidability and the Organizational Ego’, Kornberger, M., Rhodes, C., and Clegg, S. R. The Sociological Review, 55:2 (2007).

10.8. ‘The ethics of managerial subjectivity’, Ibarra-Colado, E., Clegg, S. R., Rhodes, C., and Kornberger, M. The Journal of Business Ethics, 64: 45-55 (2006).

Other resources

Business Network

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