Management and Marketing - Research Publications
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ItemThe fox and the hedgehog go to work - A natural history of workplace collusion(SAGE PUBLICATIONS INC, 2008-02)The author argues that an ironic approach to collusion can help shift the focus of resistance away from the relatively rare events surrounding implacable opposition or total unanimity to the quotidian aspects of workplace politics. Collusion is characterized as an outcome of organizational politics conducted between the traditionally opposed parties of radical industrial sociology (i.e., managers and workers) under the guidance of an ironic mode of cognition. Irony is depicted as a foxlike way of gaining “a perspective on perspectives,” which provides a means of understanding stalemate, accommodation, and collusion by showing how opposing ideological positions are indebted. It also illuminates the moments when collusion breaks down and resisting parties become implacably opposed hedgehogs (one position prevails over the other), leading to overt conflict and resistance.
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ItemDoing what comes naturally? Why we need a practical ethics of teamwork(ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD, 2005-02)
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ItemNeither Good nor Bad but Dangerous: Surveillance as an Ethical Paradox(Open University Press, 2007)
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ItemThe labour process, surveillance, and the person in the sight of the organization(SAGE Publications Ltd, 2009-01-01)
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ItemNice work? Rethinking managerial control in an era of knowledge work(SAGE PUBLICATIONS LTD, 2005-09)This article assesses the ability of labour process theory (LPT) to account for the persistence of managerial control under the apparent conditions of greater autonomy and discretion we have come to associate with ‘knowledge Work’. LPT has traditionally problematized control around the need to resolve ‘the indeterminacy of labour’—that is, how do managers ensure that workers’ actual labouring efforts approach their potential labour power? In contrast, I propose that it is more useful to problematize control around the ‘indeterminacy of knowledge’—that is, how do managers ensure that workers’ cognitive efforts approach their full cognitive potential? A common response to the problem of the indeterminacy of knowledge has been to cede discretion to workers so that they can exercise their mental capabilities in order to provide their organizations with solutions to workplace problems. I will show, however, that this still requires the operation of disciplinary mechanisms that perpetuate managerial control under conditions that ostensibly reverse the separation of the conception and the execution of work tasks inherent in the logic of Taylorism.
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ItemCoercion versus care: Using irony to make sense of organizational surveillance(ACAD MANAGEMENT, 2006-10)
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ItemYabba-dabba-doo! Evolutionary psychology and the rise of Flintstone psychological thinking in organization and management studies(SAGE PUBLICATIONS LTD, 2004-08)Seven years have passed since Nigel Nicholson published his manifesto for evolutionary psychology (EP) in Human Relations. Given EP’s continued popularity, this article undertakes a timely reappraisal of its assumptions and practical implications. In particular, it assesses EP’s claim to unify the social and natural sciences by establishing a foundation for psychology in the evolutionary biological sciences. I demonstrate that EP is found wanting in both these areas: it cannot satisfy the rigorous demands of experimental evolutionary biology and does not deal well with some of the key problems faced by mainstream psychologists. As a result, EP’s claims as they pertain to management and organizations are speculative and highly normative, despite vigorous protestations to the contrary.
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ItemShaping the Other Maintaining Expert Managerial Status in a Complex Change Management Program(SAGE PUBLICATIONS INC, 2008-12)This article examines the micro politics of organizational change by presenting the results of a long-term case study of complex technological change in an automotive manufacturing firm. The article focuses on the political contest around the generation of legitimate knowledge within the change program. The article discusses managerial strategies of knowledge appropriation and employee strategies of resistance to such appropriation. The article follows the evolving managerial accounts of change and highlights the way in which managers developed pragmatic accounts of change in response to the concerns of the employees, accounts that left intact their claims to be change experts in control of the change process.