Critical Realist Applications in Organisation and Management Studies

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Edition: 1st
Format: Nonspecific Binding
Pub. Date: 2004-09-01
Publisher(s): Routledge
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Summary

Critical realism has become increasingly important in the way organization and management is being studied. This book argues for an alternative to the prevailing ontology and shows how positivism and its empirical realist ontology can be abandoned without having to accept strong (anti-realist) social constructionism. This book applies critical realism in four ways. First, in the removal of meta-theoretical obstacles that hinder the development of fruitful theoretical and empirical work. Second and third, as a meta-theoretical tool with which to develop appropriate methodological and theoretical frameworks which can be used to inform appropriate empirical work. And finally, all of this is applied across a broad range of subject areas including critical management studies, accountancy, marketing, health care management, operations research, the nature of work, human resource management, labor process theory, regional analysis and work and labor markets.

Table of Contents

List of illustrations x
Notes on contributors xi
Preface xvi
Editors' introduction: critical realist applications in organisation and management studies 1(5)
STEVE FLEETWOOD AND STEPHEN ACKROYD
Foreword: why critical realism? 6(15)
ANDREW SAYER
PART I Meta-theory: critique and development 21(110)
1 An ontology for organisation and management studies
27(27)
SIEVE FLEETWOOD
2 Brands, boundaries and bandwagons: a critical reflection on critical management studies
54(17)
PAUL THOMPSON
3 Idealism and ideology: the Caterpillar controversy in critical accounting research
71(19)
PETER ARMSTRONG
4 The ontology of work: social relations and doing in the sphere of necessity
90(23)
JAN CH. KARLSSON
5 Human resource management and realism: a morphogenetic approach
113(24)
DENISE THURSFIELD AND JOHN HAMBLETT
PART II Methodology: critique and development 131(122)
6 Methodology for management and organisation studies: some implications of critical realism
137(27)
STEPHEN ACKROYD
7 Future directions in management science modelling: critical realism and multimethodology
164(30)
JOHN MINGERS
8 Temporally embedded case comparison in industrial marketing research
194(17)
DEBBIE HARRISON AND GEOFF EASTON
9 Theorising networks from a critical realist standpoint: the discovery of power and contextual issues within and outside 'networks'
211(23)
ALEX FARIA
10 Competence theories
234(19)
CLIVE LAWSON
PART III Substantive contributions 253(104)
11 Working in teams: ethnographic evidence from two 'high performance' workplaces
257(17)
RICK DELBRIDGE
12 Humour and subversion in two call centres
274(24)
PHIL TAYLOR AND PETER BAIN
13 Tracing the effects of a hospital merger
298(23)
RUTH KOWALCZYK
14 The moral management of nursing labour power: conceptualising control and resistance
321(16)
CAROLE AND PETER KENNEDY
15 I say tomato, you say tamato: putting critical realism to work in the knowledge worker recruitment process
337(20)
ANTHONY HESKETH AND PHIL BROWN
Index of names 357(6)
Index of subjects 363

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