Catálogo de publicaciones - revistas

<jats:p> Managers' perceptions of political activity associated with different situations, functional areas, and hierarchical levels were studied in 30 organizations. Politics was perceived to be related to power, uncertainty, and importance of the issue to the organization and to the individual. Perceived negative andpositive instrumentalities of politics werefoundfor individuals and organizations. </jats:p>

<jats:p> We have recently witnessed a growing, if still arguably marginal, interest in `Critical Management Studies' (CMS). Our aim in this paper is to reflect upon the popularization of CMS; more specifically, we propose to examine the various factors that have contributed to its emergence, and to review the significance of its project. We start by exploring the conditions of possibility for CMS and point to a combination of political, institutional and epistemological trends. In the second part of the paper, we consider what constitutes `CMS' and suggest that whilst it draws upon a plurality of intellectual traditions, CMS is unified by an anti performative stance, and a commitment to (some form of) denaturalization and reflexivity. Finally, we articulate the polemics around which CMS politics have been contested, in particular we review the debates between neo-Marxism and post-structuralism, and discuss the issue of engagement with management practice. </jats:p>

<jats:p> In their recent essay, Gond and Moser (2019) have proposed that micro-CSR research has the potential to “matter” and transform business practices as it engages closely with how individuals in companies work with and experience corporate social responsibility (CSR). But can micro-CSR research in its current form realize this transformative potential and serve social justice? Adopting an intellectual activist position, we argue that the transformative potential of micro-CSR is severely limited by its predominant focus on CSR as defined, presented, and promoted by companies themselves, thereby serving to sustain the hegemony of the business case for CSR, promoting narrow interests and maintaining managerial control over corporate responsibilities. We propose that micro-CSR researchers broaden the scope of their research to cultivate the potential of alternative ideas, voices, and activities found in organizational life. In so doing we lay out a research agenda that embraces employee activism, listens to alternative voices, and unfolds confrontational, subversive, and covert activities. In the hope of inspiring other micro-CSR researchers to explore these unconventional paths, we also offer suggestions as to how we can pursue them through empirical research. </jats:p>