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Professor Stewart Clegg

Biography

Born in Bradford, England, Stewart Clegg was Reader at Griffith University (1976-84), Professor at the University of New England (1985-9), Professor at the University of St. Andrews (1990-3), Foundation Professor at the University of Western Sydney, Macarthur, (1993-6) before moving to UTS. He is Research Director of CMOS (Centre for Management and Organisation Studies) Research at UTS, and holds a small number of Visiting Professorships at prestigious European universities and research centres. He is one of the most published and cited authors in the top-tier journals in the Organization Studies field and the only Australian to be recognised a by a multi-method ranking, as one of the world’s top-200 “Management Gurus” in What's the Big Idea? Creating and Capitalizing on the Best New Management Thinking by Thomas H. Davenport, Laurence Prusak, and H. James Wilson (2003), Harvard: Harvard Business Review Press. Because the central focus of his theoretical work has always been on power relations he has been able to write on many diverse and ubiquitous topics – because power relations are everywhere! He is the author of two widely used textbooks on Management & Organizations: An Introduction to Theory and Practice (with Martin Kornberger andTyrone Pitsis) and Strategy: Theory and Practice (with Chris Carter, Martin Kornberger and Jochen Schweitzer), both published by Sage. He is also the chief editor of the Handbook of Organization Studies (with Cynthia Hardy, Walter F. Nord and Thomas B. Lawrence), Handbook of Power (with Mark Haugaard) and Handbook of Macro-Organizational Behaviour (with Cary Cooper), all published by Sage. In the last year he has published a book with Oxford University Press on The Virtues of Leadership: Contemporary Challenges for Global Managers (with Arménio Regio, and Miguel Pinha e Cunha), a book on Idea Work, published by Capellem Damm, with Arne Carlsen and Reidar Gjversik as well as a set of eight “Major Works” on Power and Organizations and Political Power and Organizations, jointly edited with Mark Haugaard. In addition, he is a prolific contributor to leading journals in the fields of Organization Studies, Political Power, and Management. Outside work he enjoys cultural pursuits, travel, and wide reading in politics, history, current affairs, music and art.

Professional

Professor Stewart Clegg was awarded the Academy of Management’s 2010 Practice Theme Committee (PTC) IMPACT award which ‘acknowledges good practice of impactful management scholarship’ The Academy of Management (AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organisations. It was founded in 1936 by two professors, the Academy of Management, and is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for 19799 members from 105 nations. The Practice Management Committee is focused on enhancing practice perspectives and issues within the Academy of Management. Professor’s contribution to the field is summed up by the academy: Stewart Clegg is a leading international researcher recognised in a number of fields in the social sciences for his work in organisation studies and on power. Practice, power, and ethics have been central to his engagements in research, teaching, and management education during the last 35 years. His enormous impact on research and teaching as well as management practice is undisputable. From the first edition of Power, Rule and Domination in 1975 to the latest edition of Managing and Organizations, Stewart has continued to provide a critical eye on organisational practices, and his eloquent pen has provided his insights with an overwhelmingly diverse audience on an international stage – in research, teaching and the world of business. Stewart Clegg is recognised, by a multi-method ranking, as one of the world’s top-200 Management Gurus (and the only Australian) in What’s the Big Idea? Creating and Capitalizing on the Best New Management Thinking by Thomas H. Davenport, Laurence Prusak, and H. James Wilson (2003), Harvard: Harvard Business Review Press. http://vimeo.com/13994105

Image of Stewart Clegg
Professor, Management Discipline Group
Research Director, CMOS Centre for Management and Organisation Studies
Core Member, CMOS - Centre for Management and Organisational Studies
BSc (Hons) (Aston), PhD (Bradford)
Download CV  PDF 844Kb, 65 pages
Phone
+61 2 9514 3934

Research Interests

Organisation and Management Theory, Power, Theory, and Projects

Can supervise: Yes

Research, Organisation Studies, Power, Theory

Books

Clegg, S.R., Schweitzer, J., Whittle, A. & Pitelis, C. 2017, Strategy: Theory and Practice, 2nd, Sage Publishing, London.
Clegg, S.R., Schweitzer, J., Whittle, A. & Pitelis, C. 2016, Strategy: Theory and Practice, 2nd, Sage Publishing, London.
Naar, L. & Clegg, S.R. 2015, Gehry in Sydney. The Dr Chau Chak Wing Building, UTS, Images Publishing, Mulgrave, Victoria.
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The book provides a fresh analysis of Gehry's working process and offers insightful perspectives on the context, negotiation, commission, design and construction of the Dr Chau Chak Wing building for the University of Technology Business School.
Rego, A., Pina e Cunha, M. & Clegg, S.R. 2012, The Virtues of Leadership: Contemporary Challenge for Global Managers, 1, Oxford University Press, Oxford.
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Given the power of multinational organizations in developed and emerging economies, and their role in economic growth, their leaders face particular moral and business challenges in the contemporary global economy. Drawing on the Positive Organizational Scholarship movement, this book explores how virtues and character strengths may be put at the service of positive organizational performance, stressing that virtues represent the 'golden mean' between the extremes of excess and deficiency, and discussing the perverse consequences of 'excessive virtuousness'. The book shares theoretical, anecdotal, and empirical evidence on the convergence between good virtues and good results, aiming to disseminate the idea that managers can be competent and competitive, whilst doing 'good things right'.
Carlsen, A., Clegg, S.R. & Gjersvik, R. 2012, Idea Work, 1, Cappellen Damm, Oslo.
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Prepare to be surprised. This book on idea work significantly enriches how we see, understand and do the everyday work of making ideas transformative. The book is simultaneously simple and profound, playful and serious, practical and theoretical. No doubt it will be useful and used by anyone who is curious about how ideas become real in everyday activities. The book both makes the process of idea work accessible and mysterious at the same time. No matter what your interest is in idea work, read a page, read a chapter, read the whole book any engagement with the book will excite novel thought and practical advice a rare and pleasing combination
Clegg, S.R., Carter, C., Kornberger, M.M. & Schweitzer, J. 2011, Strategy: Theory and Practice, 1, Sage Publications, London.
Written by a team of leading academics, this groundbreaking new text is an invaluable guide to the core elements of strategy courses, that will challenge conventional thinking about the field. Key features: - Provides a coherent and engaging overview of the established 'classics' of strategy, while taking an innovative approach to contemporary issues such as power and politics, ethics, branding, globalisation, collaboration, and the global financial crisis. - A unique critical perspective that encourages you to reflect on the strategy process and strategic decision-making. - Packed with learning features, including a wealth of international case studies and accompanying discussion questions. - A website offering a full Instructors' Manual, video cases, podcasts and full-text journal articles.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2011, Managing and Organization: An Introduction to Theory and Practice, 3rd, Sage Publications, London.
3rd edition
Clegg, S.R. & Haugaard, M. 2009, The SAGE handbook of power.
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© Mark Haugaard and Stewart R. Clegg 2009. The SAGE Handbook of Power is the first touchstone for any student or researcher wishing to initiate themselves in the 'state of the art' in this subject. Internationally acclaimed as at the top of their field, Stewart Clegg and Mark Haugaard have joined forces to select a collection of papers written by scholars with global reputations for excellence. These papers bridge different conceptual and theoretical positions and draw on many disciplines, including politics, sociology, and cultural studies.
Clegg, S.R. & Cooper, C.L. 2009, The SAGE handbook of organizational behavior: Volume II - macro approaches.
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© 2009 SAGE Publications. All rights reserved. Handbook is an essential resource for researchers and students across management and organization studies.
Carter, C., Clegg, S.R. & Kornberger, M.M. 2008, A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Strategy, Sage Publications, London.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2008, Managing and Organizations An Introduction to Theory and Practice, 2nd, Sage, London.
Roe, R.A., Waller, M.J. & Clegg, S.R. 2008, Time in organizational research.
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Today there is widespread awareness of the fact that time has been under-investigated in organizational studies. This book addresses the need to bridge the gap between the predominantly "timeless" theories and models that scholars have produced and the daily experiences of employees and managers, in which time is salient and extremely important. These chapters offer a broad range of concepts, models, and methods that are tailored to this purpose. The first part of the book is devoted to the way in which people in organizations manage time, summarizing research findings, presenting novel ideas on a broad range of issues and examining issues such as whether time can be managed, how people are affected by deadlines and how do strategic changes in organizations affect individuals' careers and sense of identity. The second part is about time as embedded in collective behaviours and experiences, and in temporal regimes linked to organizational structures. It discusses ways to study such collective patterns and their relationships to management practices, and addresses topics such as sensemaking of dynamic events, rhythmic patterns and their impact on organizational effectiveness, time in industrial relations, and power and temporal hegemony. A third part with a single concluding chapter looks at possibilities for integrating the various approaches and provides suggestions for future research. This book adopts a pluralistic approach, arguing against timeless conceptions in organizational theory and behaviour and instead emphasising the importance of temporal analysis.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2007, Ledning och Organisation, Liber, Oslo.
Clegg, S.R., Courpasson, D. & Phillips, N. 2006, Power and Organizations, 1, SAGE Publications, London, UK.
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Clegg, S.R. & Rhodes, C. 2006, Management ethics: Contemporary contexts, Taylor and Francis, London.
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Ethics has become big business but have businesses become ethical? This is a central question for today's managers.
Clegg, S.R., Hardy, C., Lawrence, T.B. & Nord, W.R. 2006, The SAGE handbook of organization studies.
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© Sage Publications 2006. A decade on after it first published to international acclaim, the seminal Handbook of Organization Studies has been updated to capture exciting new developments in the field. Providing a retrospective and prospective overview of organization studies, this Handbook continues to challenge and inspire readers with its synthesis of knowledge and literature. As ever, contributions have been selected to reflect the diversity of the field. New chapters cover areas such as organizational change, knowledge management and organizational networks.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2005, Managing and Organisations: An Introduction to Theory and Practice, Sage Publications, London, UK.
Clegg, S.R. 2003, Modern organizations: organization studies in the postmodern world, Institute of Public Administration, Riyadh.
Kono, T. & Clegg, S.R. 2001, Trends in Japanese Management, 1, Palgrave, London, UK.

Chapters

Clegg, S.R., Sankaran, S., Biesenthal, C. & Pollack, J. 2017, 'Power and sensemaking in megaprojects' in Flyvbjerg, B. (ed), The Oxford Handbook of Megaproject Management, Oxford University Press.
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Mukherjee, A. & Clegg, S.R. 2016, 'Théorie des organisations: l'espace perdu? (Organisational Theory: Wasted Space?)' in de Vaujany, F.X., Hussenot, A. & Chanlat, J.F. (eds), La théorie des organisations: Nouveaux tournants (Organisational Theory: New Twists), Economica, 49, rue Hericart, 75015 Paris, pp. 199-226.
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Berti, M., Clegg, S.R. & Jarvis, W. 2016, 'Future in the past: a philosophical reflection on the prospects of management' in Wilkinson, A. & Armstrong, S.J. (eds), The Oxford Handbook of Management, Oxford University Press.
Clegg, S. & Matos, J.A.D. 2016, 'Sustainability and Organizational Change', Routledge, London, pp. 1-5.
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This book provides some answers to these pressing questions. This book was originally published as a special issue of the Journal of Change Management.
Clegg, S.R. 2016, 'Power and Organizations: A Brief but Critical Genealogy' in Mir, R., Willmott, H. & Greenwood, M. (eds), The Routledge Companion to Philosophy in Organization Studies, Routledge, London, pp. 517-524.
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Becker-Ritterspach, F.A.A., Blazejewski, S., Dorrenbacher, C. & Geppert, M. 2016, 'Foreword: Micropolitics in the Multinational Corporation' in Micropolitics in the Multinational Corporation Foundations, Applications and New Directions, Cambridge University Press 2016, University Printing House.
An organizational politics perspective on intra-firm competition in multinational corporations. Management International Review, 50(4): 533–559. Bélanger, J. and Edwards, P. 2006. Towards a political economy framework: TNCs as national ...
Clegg, S.R. 2016, 'Foreword: Micropolitics in the Multinational Corporation: Foundations, Applications and New Directions' in Foreword: Micropolitics in the Multinational Corporation: Foundations, Applications and New Directions, Cambridge University Press, Cambridge, pp. xv-xvii.
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Orsato, R.J., Clegg, S.R. & Falcao, H. 2016, 'The Political Ecology of Palm Oil Production' in The political ecology of palm oil production featured in Sustainability and Organizational Change Management, Routledge, Routledge, London, pp. 63-78.
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Cunha, M.P.E., Clegg, S.R., Rego, A. & Story, J. 2016, 'From the Physics of Change to Realpolitik: Improvisational Relations of Power and Resistance' in Sustainability and Organizational Change Management, Routledge, London, pp. 79-95.
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Change and resistance to change constitute a long-lasting couple in the organizational literature. We problematize the mechanistic action-reaction types of analyses, uncover some fragilities in the current debates, and offer minimal structures and the improvisations they favour as possibilities for reconsidering the roles attached to the participants in change processes beyond the established separation between agents and recipients. Improvisation is a space where the established orders of organizing are challenged and alternative orders are allowed to flourish. We suggest that structural interventions, such as minimizing structure, shifting roles and combining paradoxical requirements, help to diffuse resistance to change and to recreate the nature of change in organizations.
Clegg, S.R. 2015, 'Endnote: Essaying History and Management' in McLaren, P.G., Mills, A.J. & Weatherbee, T.G. (eds), in Routledge Companion to Management and organizational History, Routledge, London, pp. 387-401.
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Wang, K.Y., Clegg, S.R., Tang, C.Y. & Fang, Y.Q. 2015, 'Incremental Innovation and Knowledge Exploitation in SMEs: Learning and Social Facilitation' in Soliman, F. (ed), From Knowledge Management to Learning Organization to Innovation: The way ahead, Cambridge Scholars Publishing, London, pp. 231-250.
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Wang, K., Clegg, S.R., Tang, C. & Fang, Y. 2015, 'Chapter eleven incremental innovation and knowledge exploitation in SMES: Learning and social facilitation' in Soliman, F. (ed), From Knowledge Management to Learning Organisation to Innovation: The Way Ahead!, Cambridge Scholars Publishing.
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Clegg, S.R., Mikkelsen, E.N. & Sewell, G. 2015, 'Conflict: Organizational' in International Encyclopedia of the Social & Behavioral Sciences, Elsevier Science, Amsterdam, pp. 639-643.
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Clegg, S.R. 2015, 'Power in Society' in Wright, J.D. (ed), International Encyclopedia of the Social & Behavioral Sciences, Elsevier, Oxford, pp. 765-769.
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Power has been seen as an 'essentially contested' concept (Lukes 1974). Some of the major recent contours of this contestation will be addressed in this entry.
Clegg, S.R. & Baunsgaard, V.V. 2015, 'Innovation: A Critical Assessment of the Concept and Scope of Literature' in Agarwal, R., Selen, W., Roos, G. & Green, R. (eds), The Handbook of Service Innovation, Springer, Germany, pp. 5-25.
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We begin by asking: what is innovation, and note the problems of defining both context and novelty in the usual essentialist answers. Within the literature, nonetheless, a range of types of innovation is identified, which we delineate. One way of trying to address the critique of innovation as essentialist is to try and demarcate degrees and dimensions of innovativeness. Given the specificity of this Handbook with service innovation, we next consider this particular type of innovation, looking especially at the literature associated with the view that profit is increasingly to be found in what is termed Service-Dominant (S-D) logic. We conclude the chapter by reiterating some problems in innovation research that any further extension of the term to 'service innovation will have to contend with.
Naar, L.V. & Stang Våland, M. 2015, 'Tales from the Field. If buildings could talk' in Naar, L. & Clegg, S.R. (eds), Gehry in Sydney. The Dr Chau Chak Wing Building, UTS, Images Publishing, Mulgrave, Victoria, pp. 253-271.
The book provides a fresh analysis of Gehry's working process and offers insightful perspectives on the context, negotiation, commission, design and construction of the Dr Chau Chak Wing building for the University of Technology Business School.
Naar, L.V. & Clegg, S. 2015, 'Concept. Seeing the building through models' in Naar, L. & Clegg, S.R. (eds), Gehry in Sydney The Dr Chau Chak Wing Building, UTS, Images Publishing, Mulgrave, Victoria, pp. 89-105.
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The book provides a fresh analysis of Gehry's working process and offers insightful perspectives on the context, negotiation, commission, design and construction of the building.
Clegg, S. & Kornberger, M. 2015, 'Analytical frames for studying power in strategy as practice and beyond' in Golsorkhi, D., Rouleau, L., Seidl, D. & Vaara, E. (eds), Cambridge Handbook of Strategy as Practice, Second Edition, Cambridge University Press, UK, pp. 389-404.
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This chapter provides a systematic reflection on how power can be used as an analytical framework to study strategy. Such an endeavour faces the difficulty of having to deal with two rather large bookshelves: one collects those authors who share a concern with power, albeit that they might not use the term 'strategy'; on the other shelves, the writers on strategy often tend to have a more implicit than explicit interest in theories of power. To make things even more difficult, the two bookshelves are usually placed in different parts of libraries. Philosophers, sociologists, political scientists, organization theorists and others may well be interested in power but business school professors study strategy in overwhelmingly economic terms with competition conceived as warfare by other means. It is ironical that, for all the forceful imagery of strategy writing, often drawing on military metaphors, there is a dearth of explicit accounts of power relations and strategy. The irony attaches to the fact that strategy is so consciously aimed at changing power relations – in the market, in the organization, or vis-à-vis government regulators; it speaks of 'forces' and (value) 'chains', of competition and advantages, but, strangely, it neglects issues of power. We find Lawrence Freedman's introductory quote one of the most apt definitions of strategy, as it alludes to the important fact that power is dynamically created in specific contexts, and that it is power that makes it possible to accomplish an objective. For Freedman (2013), strategy is the 'central political art', as it is concerned with getting more out of a situation than the balance of power would initially suggest. It is in this sense that strategy is concerned with the creation of power. Perhaps it is telling that Freedman is a professor of war studies (and thus his books are located on yet another shelf in the libraries).
Clegg, S.R. 2015, 'Foreword' in The Routledge Companion to Critical Management Studies, Taylor and Francis, USA, pp. xxiii-xxiv.
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Soliman, F. 2015, 'From Knowledge Management to Learning Organisation to Innovation: The Way Ahead!' in From Knowledge Management to Learning Organisation to Innovation The Way Ahead!, Cambridge Scholars Publishing, pp. 1-7.
This book propagates the argument that innovation is heavily influenced by learning, which in turn is driven by knowledge.
Clegg, S. 2015, 'Essaying history and management' in The Routledge Companion to Management and Organizational History, pp. 387-401.
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Clegg, S.R. & Kornberger, M. 2015, 'Strategy, Strategizing and Making Things Strategic: Analytics of Power' in Strategy, Strategizing and Making Things Strategic: Analytics of Power, Cambridge University Press, Cambridge.
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Clegg, S.R. & Baumeler, C. 2014, 'Liquid Modernity, the owl of Minerva and technologies of the emotional self' in Kociatkiewicz, J. & Kostera, M. (eds), Liquid Organization, Routledge, Oxon, pp. 35-57.
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Clegg, S.R. 2014, 'Elegy to Eduardo Ibarra Colado' in Laberinto Y Enjuegos: (Re) Encuentros con Eduardo Ibarra Colado, ANUIES, Mexico, pp. 215-218.
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Clegg, S.R. 2014, 'A Rough Guide for Post-Doctoral Researchers' in Reflections on a Scientific Career: Behind the professor's CV, Copenhagen Business School Press, Denmark, pp. 17-32.
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e Cunha, M.P., Rego, A., Clegg, S.R., Neves, P. & Oliveira, P. 2014, 'Unpacking the Concept of Organizational Ingenuity: Learning from Scarcity' in Honig, B., Lampel, J. & Drori, I. (eds), Handbook Of Organizational and Entrepreneurial Ingenuity, Edward Elgar Publishing Ltd, Cheltenham, pp. 34-56.
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Clegg, S.R. 2014, 'Organiisationsteori – et historisk overblik [Organisation Theory - A historical Overview]' in Vikkelsø, S. & Kjær, P. (eds), Klassik ofg Moderne Organisations Teori [Classics of Modern Organisation Theory], Hans Reitzels Forlag, Copenhagen, pp. 11-19.
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Clegg, S.R. 2013, 'Foreword' in Jeff Manza (ed), Oxford Bibliographies in Sociology, Oxford University Press, New York, pp. 17-18.
Clegg, S.R. & Kreiner, K. 2013, 'Power and Politics in Construction Projects' in Drouin, N., Muller, R. & Sankaran, S. (eds), Novel Approaches to Organizational Project Management Research: Translational and Transformational, Copenhagen Business School Press, Copenhagen, pp. 268-293.
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Clegg, S.R. 2013, 'Management' in Jeff Manza (ed), Oxford Bibliographies in Sociology, Oxford University Press, New York, pp. 1-1.
Clegg, S.R. & Turcotte, M. 2013, 'Le cas de Magnola: la gestion du risqué versus le principe de précaution' in Marie-France Turcotte (ed), Responsabilité Sociétale de lOrganisation, Presses de L'Universite du Quebec, Montreal, pp. 109-122.
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Clegg, S.R., Pina e Cunha, M. & Rego, A. 2013, 'To the Victor go the Spoils! Distributed Agencies, Inhumanities and the Case of Comrade Duch of the Khmer Rouge' in Vaujany, F.D. & Mitev, N. (eds), Materiality and Space: Organizations, Artefacts and Practices, Palgrave Macmillan, United Kingdom, pp. 216-239.
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Clegg, S.R. 2013, 'Power' in Jeff Manza (ed), Oxford Bibliographies in Sociology, Oxford University Press, New York, pp. 1-1.
Clegg, S.R. & Kreiner, K. 2013, 'Foreword' in Drouin, N., Müller, R. & Sankaran, S. (eds), Novel Approaches to Organizational Project Management Research: Translational and Transformational, Copenhagen Business School Press, Copenhagen, pp. 17-18.
Rego, A., Clegg, S.R. & Pina e Cunha, M. 2012, 'The Positive Power of Character Strengths and Virtues for Global Leaders' in Cameron, K.S. & Spreitzer, G.M. (eds), The Handbook of Positive Organizational Scholarship, Oxford University Press, Oxford, pp. 366-384.
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In a globalized world, transnational companies are implicated in power relations with many other organizations, including states, and are responsible for millions of people's lives and livelihoods. Building positive organizational performance and contributing to the creation of a better planet requires having global leaders with positive qualities in senior positions in these organizations. In this chapter, using Peterson and Seligman's (2004) framework, we explore how the character strengths and virtues of global leaders can make them more effective and better able to develop flourishing organizations and people within and around them in the contexts in which they operate. We also explore how global leaders with such positive qualities are more motivated to accept and/or look for global leadership development opportunities, and better able to learn from such opportunities. Some research directions are also considered.
Clegg, S.R. 2012, 'The Language of Power and the Power of Language' in Grant, D., Hardy, C. & Putnam, L. (eds), Organizational Discourse Studies, Sage, London, pp. 29-38.
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In this paper earlier research by the author (Clegg 1975) is used as an occasion for reflecting more generally on the adequacy of approaches to the study of language and power in organization analysis. Three approaches, the ethnographic, conversation analysis and a materialist approach, are discussed. The limitations, both in practical and analytic terms, of a language approach to power are drawn from a discussion of the inclemency rule and other data.
Clegg, S.R. & Pitsis, T.S. 2012, 'Phronesis, Projects and Power Research' in Flyvbjerg, B., Landman, T. & Schram, S. (eds), Real Social Science, Cambridge University Press, UK, pp. 66-91.
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Adelstein, J. & Clegg, S.R. 2012, 'Negotiating a knowledge economy: Juggling knowledge, truth and power' in Rooney, D., Hearn, G. & Kastelle, T. (eds), Handbook on the Knowledge Economy, Edward Elgar, Cheltenham, UK, pp. 38-53.
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3 Negotiating a knowledge economy: juggling knowledge, truth and power Jennifer Adelstein and Stewart Clegg INTRODUCTION When Peter Drucker (1969, p. 349) identified knowledge as the central component of an innovative economy and society, in many ways he was echoing his fellow Austrian Joseph Schumpeter (1942) in recognizing the power of innovation. It took another 30 years or so for knowledge to be catapulted into a titular role in management. In large part, it was the failure of another project that prepared the path for Knowledge Management (KM). The failed path was Business Process Re-engineering (BPR), and its rethinking of old Tayloristic models unwittingly drove out much tacit knowledge that organizations did not know they had until they lost it. It was in the wake of the widespread failure of BPR projects that concerns with Knowledge with a capital K emerged as mainstream management fare. Knowledge became influential in discourses concerned with first-world social and economic development, such as the `knowledge economy (Adler, 2001; Machlup, 1962 [1980]; Mokyr, 2002), `knowledge society (Drucker, 1993; Hargreaves, 2003), `information economy (Boisot, 1998; Brown and Duguid, 1998; Wolff, 2005) and other similar terms. The rhetoric attached to the concepts of a knowledge economy and knowledge society situated the signifier as the basis of global world order. Knowledge began to influence economics discourses and become a constitutive part of the discourses of globalization (Jessop, 2004; Robertson, 2008). In all dominant discourses, particular truths attain a level of authority and legitimacy that transcends the specificity of...
Clegg, S.R. 2012, 'Lives in the balance' in Haugaard, M. & Clegg, S. (eds), Power and Organizations, Sage Publications, London, pp. 263-280.
Clegg, S.R. 2012, 'Transforming Organizations' in Arnaud Sales (ed), Sociology Today: Social transformations in a Globalizing World, SAGE Publications, London, pp. 197-212.
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In thi chapter I wilJ fust outline what was for much of the post-war era the dominant conventional approach to thinking about organizations, known as contingency theory. When contingen y theory was first developed in the 1960s, looser organic organizations were a novelty and the donlinant form was that of large mechanistic bUJ'eaucracie . How times change. Today, in U1e We t, bureaucra ies are giving way to new organizational fonns that are much closer to organic organizations. Many organizations today are increasing ly adopting a network form, with many of their inputs and ac tivi tie. hived off to other organizations with which they network. The most radical form of network is a rhizome, a freeflowing system of organic rools preading and colonizing available environments. As older form manufacturing is increasingly shifted to organizations in Asia, the best hope for organ izations and jobs in the West may weU be a network of rhizomalic organizations, focused on design, urrounding the global retailers and brand that disseminate the outsourced cheaply provided goods from Asia.
Clegg, S.R. 2012, 'Radical Revisions: Power, Discipline and Organizations' in Clegg, S.R. & Haugaard, M. (eds), Power and Organizations, Sage Publications, London, pp. 203-220.
Gordon, R.D., Clegg, S.R. & Kornberger, M.M. 2012, 'Embedded Ethics: Discourse and Power in the New South Wales Police Service' in Clegg, S.R. & Haugaard, M. (eds), Power and Organizations, Sage Publications, London, pp. 169-198.
Courpasson, D. & Clegg, S.R. 2012, 'Dissolving the Iron Cages? Tocqueville, Michels, Bureaucracy and the Perpetuation of Elite Power' in Clegg, S.R. & Haugaard, M. (eds), Power and Organizations, Sage Publications, London, pp. 369-391.
Clegg, S.R. & Gray, J. 2012, 'Organization Theory, Power and Changing Institutions' in Boje, D.M., Burnes, B. & Hassard, J. (eds), The Routledge Companion to Organizational Change, Routledge Companions, USA and Canada, pp. 245-260.
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Clegg, S.R. 2012, 'The Sociology of Organizations' in George Ritzer (ed), The Wiley-Blackwell Companion to Sociology, Wiley-Blackwell, Malden, pp. 164-181.
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The sociology of organizations is very largely a post-Second World War American invention but it built, initially, on Max Weber's work as it was translated in the post-war era . At the outset the sociological classics were a potent source of inspiration, especially Weber: today that is no longer the case (Adler 2009: 5). The critical function of the classics as being a signifier for disparate world views that encapsulate deep and compelling insights into the human condition has been largely abandoned (Alexander 1987). One refreshing sign of the times, however, is the recent publication of The Oxford Handbook of Sociology and Organization Studies, edited by Paul Adler, in 2009. The usual candidates, Marx, Weber, and Durkheim, are considered, as well as many others (some of whom might have been surprised to be called sociologists).
Pina e Cunha, M., Clegg, S.R. & Rego, A. 2012, 'Surprising Organization' in Pitsis, T.S., Simpson, A. & Dehlin, E. (eds), The Handbook of Managerial and Organizational Innovation, Edward Elgar, London, pp. 295-316.
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Clegg, S.R. 2012, 'Foundations of Organizational Power' in Haugaard, M. & Kevin, R. (eds), Political Power: The Development of the Field, Barbara Budrich Publishers, Opladen, pp. 89-125.
Clegg, S.R. 2012, 'Radical Revisions: Power, Discipline and Organizations' in Haugaard, M. & Clegg, S.R. (eds), Power and Politics, Sage Publications, London, pp. 345-362.
Hardy, C., Phillips, N. & Clegg, S.R. 2012, 'Reflexivity in Organization and Management Theory: A Study of the Production of the Research 'Subject'' in Mills, A. & Durepros, G. (eds), Case Study Methods in Business Research, Sage Publications, Thousand Oaks CA, pp. 185-212.
Clegg, S.R. 2012, 'The Language of Power and Power of Language' in Clegg, S.R. & Haugaard, M. (eds), Power and Organizations, Sage Publications, London, pp. 29-38.
Clegg, S.R., Pina e Cunha, M. & Rego, A. 2012, 'The Evil of Utopia' in Jurkiewicz, C.L. (ed), Foundations of Organizational Evil, Sage Publications, Thousand Oaks, CA, pp. 225-244.
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Clegg, S.R. & Baumeler, C. 2012, 'From Life in Cages to Life in Projects: Metaphors for Moderns' in Davila, A., Elvira, M., Ramirez, J. & Zapata-Cantu, L. (eds), Understanding Organizations in Complex, Emergent and Uncertain Environments, Palgrave Macmillan, New York / Basingstoke, pp. 185-206.
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Clegg, S.R. 2012, 'The End of Bureaucracy?' in Reinventing Hierarchy and Bureaucracy - from the Bureau to Network Organizations - Research in the Sociology of Organizations, Emerald, UK, pp. 59-84.
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Bureaucracy is under attack and has been for some time, specially these past 30 years. This chapter will outline the specific qualities of bureaucracy, the challenges to it that different critics have posed and the possible futures of bureaucracy that are being imagined. In the 1980s, as a key part of an extremely liberal and influential critique of bureaucracy, new imaginings of how to organize corporations and public sector organizations began to emerge. By the late 1990s these had morphed into a view of the network or hybrid organization as the way of the future. The chapter will suggest that the global future of bureaucracy is not as simple as some of these criticisms suggest when they see it left behind in the emergence of innovative new forms. Instead, it is suggested, there is a spatial disaggregation of organizations occurring that heralds some unsettling new futures of organizations emerging.
Clegg, S.R. 2012, 'The Politics of the Copenhagen UN Climate Change Summit' in Ivo Domingues (ed), Organizaões Controlo e Sustentabilidade, Humus, Minho, pp. 61-82.
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Adelstein, J. & Clegg, S. 2012, 'Negotiating a knowledge economy: Juggling knowledge, truth and power' in Handbook on the Knowledge Economy, Volume Two, pp. 38-53.
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Dreyfus, S., Hood, S. & Strenglin, M. 2011, 'Introduction' in Dreyfus, S., Hood, S. & Stenglin, M. (eds), Semiotic margins: Meaning in multimodalities, Continuum, London, UK, pp. 1-6.
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Clegg, S.R. 2011, 'Under Reconstruction: Modern Bureaucracy' in Harris, M., Hopfl, H. & Clegg, S.R. (eds), Managing Modernity: Beyond Bureaucracy, Oxford University Press, Oxford UK, pp. 202-229.
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Modern bureaucracies are under reconstruction. First, bureaucracy no longer being 'modern', those organizations formerly known as bureaucracies are seeking to become 'post'- bureaucratic, and second, as the ecology of the dot.com boom indicates, newly founded organizations often strive not to be bureaucratic. What, precisely, constitutes the post-bureaucratic is less clear. Often, the postbureaucratic is defined in terms of hybrid new organization forms.
Clegg, S.R. 2011, 'Management; Global Models' in The Wiley-Blackwell Encyclopedia of Globalization, Oxford, Wiley-Blackwell, pp. 1-4.
Clegg, S.R. 2011, 'Power, Legitimacy and Authority' in Delanty, G., Taylor, S.P. & Soderlund, J. (eds), The Routledge International Handbook of Contemporary Social and Political Theory, Routlege, London, pp. 215-225.
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Any sociological discussion of the relations between power, legitimacy, and authority must start with Max Weber, and some vexed issues of translation, for it was Weber who first developed a systematic account of these tertns as the cornerstone of his social theory. The chapter will begin with an outline of Weber's views of power, legitimacy, and authority, and the interpretation of these in translation. It will then move to consideration of the functionalist theoretical context into which Weber was translated and its extension in Parsons' work. Finally, the chapter will address the recent centrality of dimensional analysis to debates about power in which it is argued that the most subtle and profound power relations are those where actors assume the legitimacy of systems of belief that do not represent their real interests.
Clegg, S.R., Bjorkeng, K. & Pitsis, T.S. 2011, 'Innovating the Practice of Normative Control in Project Management Contractual Relations' in Morris, P.W.G., Pinto, J.K. & derlund, J.S. (eds), The Oxford Handbook of Project Management, Oxford Handbooks Online, Oxford, pp. 410-437.
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In the chapter we begin by considering the institution of contract and approaches to it. We follow this with an analysis of an institutional innovation, the development of alliancing as a specific form of contract premised on a far more normative mode of control than the disciplinary mechanisms of surveillance which have traditionally been seen as more typically associated with conventional contracts. A new way of managing projects is evolving, as we report in this chapter. We consider some of its advantages as well as some of its disadvantages.
Harris, M., Clegg, S.R. & Hopfl, H. 2011, 'Introduction: Managing Modernity: Beyond Bureacracy' in Clegg, S.R., Harris, M. & Hopfl, H. (eds), Managing Modernity: Beyond Bureaucracy, Oxford, Oxford University Press, pp. 1-10.
Bureaucracy has long been seen as a cornerstone of the advanced industrial societies, and even as constitutive of modernity itself. Yet, one of the most striking features of contemporary debate is that this hitherto dominant form has been dismissed as outmoded by commentators of virtually all persuasions. Whilst 'post-bureaucratic' has become one of the most widely used terms to describe a new and emergent organizational type, other coinages employed in the same sense include 'the boundaryless corporation', 'the virtual organization', and the 'network enterprise'. A recurrent theme is the belief that we are seeing an historical 'end' to the era of large complex organizations (Davidow and Malone 1992; Dent 1995; Miles et al. 1997; Heckscher 1991, 1994; Heckscher and Applegate 1994; Kofman and Senge 1993; Child and McGrath 2001).
Clegg, S.R. 2011, 'Power' in Tadajewski, M., Maclaran, P., Parsons, E. & Parker, M. (eds), Key Concepts in Critical Management Studies, Sage Publications, London, pp. 194-197.
The concept of power is probably the most contested term in social theory. The key contemporary literature that uses the term can be traced back to the early writings of Niccoli Machiavelli and Thomas Hobbes. Hobbes saw power as equivalent to a causal relation, whereby, mechanically, some action causes another as a reaction, while Machiavelli was more inclined to discuss power in terms of strategy. Hobbes' influence has been most marked in debates about power in which the conception of it as a causal relation has been predominant. Hobbes has been more influential in discussions of power that see the concept in terms of a capacity that causes things to happen, while Machiavelli has been more influential on approaches to power that see it in terms of the overall structuring of social relations as a field of complex forces, strategies and tactics.
Riello, G. & McNeil, P.K. 2010, 'Introduction' in Riello, G. & McNeil, P. (eds), The Fashion History Reader: Global Perspectives, Routledge, London and New York, pp. 1-14.
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Scholars have paid a great deal of attention to the changing role and nature of fashion, both conceptually and practically. They have underlined how present-day societies find thei,. identity and formulate thei,. understanding of change not simply by referring to technological progress, economic growth or cultural transformation in society, but also through the medium of fashion. Today few individuals would deny the powerful role of fashion in everyday life. The media presents us with an array of images from the real to the fantastic. Large multinational corporations and powerful fashion houses shape the discourse of fashion, influence public opinion and sct in place global productive and distributive structures. Fashion is thus a specific vision of change that is shaped by practices, economic systems and actors. Fashion is also heavily contested, opposed and criticised. It retains in the public mind strong connections with vanity, frivolity, waste and folly. It can be conveniently blamed for everything from psychological illness, the ratings of Miss World, nastiness on Project Runway and the death of baby animals. \There is something about fashion that can make people ve!'y nervous' remarks Vogue editor Anna Wintour in the 2009 film The September Issue.
Clegg, S.R. & Kornberger, M.M. 2010, 'An Organizational Perspective on Space and Place Branding' in Go, F.M. & Govers, R. (eds), International Place Branding Yearbook 2010, Palgrave Macmillan, London, pp. 3-11.
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Today, it is commonplace to say that we live in what has been called a society of organizations (Perrow 1991), one in which questions of power and control exercised by organizations become crucial. One consequence of this is the ubiquity of theories of organization that focussed on what economists had glossed as the "firm" - without really attending too much to what actually transpired within the great variety of organizations that this term might cover - as well as those many organizations that it might not cover. Economics was interested in the idea of a free market. Initially, the firm was seen as the home of hierarchy - the alternative to markets (Williamson 1975). But the more society, economics and organizations were studied, the greater became the gloss on what occurred within the firm: to accommodate networks, alliances, communities of practice, human and non-human assemblages, rhizomes ... until the idea of free market exchange became the exception, not the norm. This shift in perspective has important implications: free market models, known as neoclassical economics, implied that rational actors made decisions based on economic calculations. The social and the political were eliminated from the economic, as well as the cognitive, limits that produce "bounded rationality" (Simon 1982). Against the sterility of the models thus produced, organization theory, which began its career fixated on bureaucracy, developed various antithetical models. Central to all of these are notions of nonnecessity and of choice.
Clegg, S.R. 2010, 'Globalization' in Organizing and Managing in the Era of Globalization, pp. 22-56.
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Clegg, S.R. & Carter, C. 2009, 'Globalization and organizational behaviour' in Clegg, S. & Cooper, C. (eds), The SAGE Handbook of Organizational Behavior, Sage Publications, London, UK, pp. 496-508.
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Clegg, S.R. 2009, 'Introduction: Why a handbook of marcro-organizational behavior' in Clegg, S. & Cooper, C. (eds), The SAGE Handbook of Organizational Behavior, Sage Publications, London, UK, pp. 1-37.
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Most research in organizational behavior is micro in focus, beraying the deep embeddedness of the discourse in psychology, the study of individuals. Thus, the distinctive feature of micro-organizational behavior is that it is the study of the behavior of individuals and groups in the organization, as seen from a psychological perspective. If there are similar disciplinary auspices for macro-organizational behavior they relate to sociology, strategy and economics.
Haugaard, M. & Clegg, S.R. 2009, 'Introduction: Why power is the central concept of the social sciences' in Clegg, S. & Haugaard, M. (eds), The SAGE Handbook of Power, Sage Publications, London, UK, pp. 1-24.
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The concept of power is absolu0ely central to any understanding of society' The ubiquity of the concept can be seen by a comparative Google search. The score for 'social power' is 376 million hits, for 'political power' 194 million which compares with 334 million for .society', 253 million for 'politics', 52 million for 'sociology', 'social class'at 280 million and .political class' at 111 million. Of course, such measures are crude but the fact that the combined 470 million social and political power hits outstrip any of the other categories, including the combined hits for 'social' and 'political class', indicales the absolute centrality of theconcept. However, despitethis ubiquity itis arguably oneof themostdifficultconcepts to make sense of within the social sciences. Nonetheless, it has been a core concept for as long as there has been speculation about the nature of social order (Wolin 1960)'
Clegg, S.R. 2009, 'Managing power in organizations: The hidden history of its constitution' in Clegg, S.R. & Haugaard, M. (eds), The SAGE Handbook of Power, Sage Publications, London, UK, pp. 310-331.
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Management as a practice of power involving the imposition of will is directed at framing not only the conduct of others but also oneself. It is a form of govemment linking how to mandate'with 'how to obey'. Managing implies power because it involves governing the conduct of oneself and others. Managing in any epoch will be a particular skill that involves execution and doing. It will be active, a practice. Moreover, it will not merely be a practice of the self - one doesn't just learn how to be a manager - but it is also a practice of the many others who are to be managed. Others must leam to be managed just as those who will manage them must leam that which constitutes managing in any given place and time.
Clegg, S.R. & Haugaard, M. 2009, 'Discourse of power' in Clegg, S. & Haugaard, M. (eds), The SAGE Handbook of Power, Sage Publications, London, UK, pp. 400-465.
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Writing a conclusion to such a large and varied volume as this was a task that demanded some consideration. Obviously, we had commissioned the pieces that we did because we thought that the authors invited were the best able to address the topics that they were invited to address. Yet, we wanted to engage with the contributors in this conclusion, not to treat them irreverently but not to teat tlem too reverently either. We wanted to engage in tribute and critique of their efforts, in the most positive and constructive sense of these terms; tribute as praise, review, as acknowledgement. In doing this we pay tribute to our contributors, in attempting to probe and understand the limitations Lotft of the concept itself and the contributors' understandings of it. We seek to deploy reasoned judgement in our readings, drawing on a broad background of analysis, one that is capable, we hope, of the interpretive leaps needed for seasoned and systematic inquiry into the conditions and consequences of the use of a concept as central and as contested as'power'. Having made this decision, there was the question of how we should organize our ideas.When we started to write the conclusion we were on opposite sides of the earth, so the opportunities for face-to-face discussion were precluded. Mark suggested that we might try *d conduct a conversation by e-mail, as a dialogue about the chapters, pulling out the points and implications that seemed significant. So this is what we did. The conversation started with Mark.
Clegg, S.R. 2009, 'The jungle and the academy' in Pullen, A. & Rhodes, C. (eds), Bits of Organization, Copenhagen Business School Press, Copenhagen, Denmark, pp. 56-66.
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Philadelphia was the home of F. W. Taylor, a noble forebear for management scholars, many might think. From the steel mills of that great city much of what is taken for granted as modern management began. Further to the north, in Chicago and Detroit, there are other fountainheads of management's truths. 1 want to take a journey through the industrial heartland of the US, starting in Chicago, a journey that will take us through two very different conceptions of what management is and should be, which 1 shall encompass as an orientation that accepts the nature of reality as is and seeks to create employees and knowledge that are 'work ready' to meet it, and an orientation that is 'future oriented', one thar looks at what is and thinks it could be better. Taylor and Ford, of Philadelphia and Detroit, reflect the first position; Sinclair and Ezra Park, of Chicago, the second. 1 shall narrate a journey linking these figures before arriving at the 'forward thinking, work ready' conclusion.
Banerjee, S.B., Carter, C. & Clegg, S.R. 2009, 'Managing globalization' in Alvesson, M., Bridgman, T. & Willmott, H. (eds), The Oxford Handbook of Critical Management Studies, Oxford University Press, Oxford, UK, pp. 186-212.
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THIs chapter discusses some approaches to globalization that contribute to a critical management studies (CMS) agenda. The vast majority of the literature in management and organization theory takes an inveterately mainstream approach to globalization and lacks a critical perspective. Articles in scholarly journals such as the lournal of International Business Studies and the Colombia Journal of World Business tend to focus on the opportunities and risks posed by globalization and how firms can leverage competitive advantage in a global market. Topics that are studied include entry strategies into developing markets, cross cultural marketing and management issues, outsourcing, technology transfer, and joint ventures. Few scholars question the naturalness or implied superiority of Western economic development models and their links to globalization, focusing instead on the problems with knowledge that either limit researchers' ability to recognize divergence or the inability of existing theories to explain or capture such divergence.
Clegg, S.R. 2009, 'Doing power work' in Buchanan, D.A. & Bryman, A. (eds), The Sage Handbook of Organizational Research Methods, Sage Publications, London, UK, pp. 143-159.
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In this chapter, I will introduce the notion of the researcher, especially as a doctoral student, as someone who is expected to think for a living. Thinking for a living, it will be suggested, means following ideas - even if they take us out of what we define as our intellectual paddock and lead us to stray into neighbouring or even distant terrain' For organizational scholars, however' thinking for a living is not sufficient' We have to relate how our thinking for a living relates to the way that others are working for a living in relation to those organizations that employ them, that they relate to and work with. Thus, the second movement is to consider the relation between thinking for a living and working for a living'
Pina, E.C.M., Vieira, D.C.J. & Clegg, S.R. 2009, 'Improvisational bricolage: A practice-based approach to strategy and foresight' in Costanzo, L.A. & MacKay, R.B. (eds), Handbook of Research on Strategy and Foresight, Edward Elgar, UK, pp. 182-199.
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Clegg, S.R. & Lounsbury, M. 2009, 'Weber: Sintering the iron cage' in Adler, P.S. (ed), The Oxford Handbook of Sociology and Organization Studies, Oxford University Press, New York, USA, pp. 118-145.
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Clegg, S.R. 2009, 'Time, organizations and pragmatism' in Zijlstra, F., Van Iterson, A. & Ten Horn, L. (eds), Time Changes Work: Liber Amoricum for Robert A Roe, Universitaire Pres Maastricht, Maastricht, The Netherlands, pp. 166-173.
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It is in the scriphrres that it is stated, by Matthew (Matthew y, 20)' that "By their works ye shali know them.' I know Robert Roe persondY .as a fine man' a ,.r,rp.tl,orrs scholar, a man of broad interests; Uy E works I.know him for his concerns with the concepts of 'time'. And it is through the works, especially those on time, that I wish to approach the person.
Pina e Cunha, M., Rego, A., Clegg, S.R. & Cabral-Cardoso, C. 2009, 'From "This job is killing me" to "I live the life I love and I love the life I live"' in Reddy, S. (ed), Workaholism: Perspectives and Experiences, ICFAI Books, Punjagutta India, pp. 29-48.
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If we define efficiency in terms of maximizing output from a given - or lesser - number of workers, it can be considered that, in some cases, Frederick Taylor's science has achieved a remarkahle success. Contemporary organizations managed to create such a state of conmitment (be it spontaneous or hnposed), that people have adopted excessive working as lifestyte. Life is organized aroundwork, with work occupying - more and more territory from the tormer privale life. We discuss the notion of excessive worffing, present several forms of excessive working, contest the idea that excessive working is necessarily noxious, and challenge researchers critically to discuss their practical saccess. As the saying goes, there can be too much of a good thing.
Clegg, S. & Lounsbury, M. 2009, 'Weber: Sintering the Iron Cage Translation, Domination, and Rationality Stewart Clegg' in The Oxford Handbook of Sociology and Organization Studies: Classical Foundations.
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© Oxford University Press, 2009. All rights reserved. This article emphasizes how Weber's approach to bureaucracy was first and foremost a cultural theory. In addition, it shows how the very notion of rationality for Weber was multiplex and culturally embedded. Conceptualizing organizational environments as comprised of multiple modes of rationality and forms of domination can lead to an understanding of the 'iron cage' as more porous than is traditionally thought, thus opening up new lines of multilevel analysis. This article therefore aims to sinter the iron cage. Sintering is a method to make metal porous, and the porosity allows lubricants to flow through the medium of the metal. The article briefly highlights some of Weber's key works and reviews scholarly developments in organizational theory that have stemmed from his scholarship. It then discusses how some lines of inquiry have been eschewed in favor of others, and how a reengagement with some core foundational ideas can spur new lines of theoretical development.
Clegg, S. 2009, 'Managing Organization Futures in a Changing World of Power/Knowledge' in The Oxford Handbook of Organization Theory, pp. 1-672.
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© Oxford University Press, 2013. All forms of organization are forms of organization of social relations. All social relations involve power relations. Power is evident in these relations as relations not only of ownership and control but also of structuration and design. These relations may take many forms. They may be embodied as financial capital, intellectual capital, or social capital, for instance. Such relations are likely to be both differentially distributed and socially constructed as well as existing in differential demand in differentiated markets. Power is also evident in the various forms of knowledge that constitute, structure, and shape these markets and organizations. It is these power/knowledge relations that this article addresses. The aim of this article is to address analytically the methods of managing and organizing, which members of various organizational bodies and communities find conventional to use.
Clegg, S.R. 2008, 'Action' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 11-13.
Clegg, S.R. 2008, 'If people are strange, does organization make us normal?' in Barry, D. & Hansen, H. (eds), The SAGE Handbook of New Approaches in Management and Organization, Sage Publications, London, UK, pp. 436-446.
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Clegg, S.R. 2008, 'Dehumanization' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 370-374.
Clegg, S.R. 2008, 'Historical analyses of organizaiton theory' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 598-600.
Clegg, S.R. & Carter, C. 2008, 'Management Consultants' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 847-849.
Clegg, S.R. & Carter, C. 2008, 'Managerial cultural capital' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 864-867.
Clegg, S.R. 2008, 'Sociological Approach' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 1441-1445.
Clegg, S.R. & Carter, C. 2008, 'Time-Space Relations' in Clegg, S. & Bailey, J. (eds), The International Encyclopedia of Organization Studies, Thousand Oaks, CA: Sage, Portland, OR, pp. 1551-1555.
Clegg, W.E. & Clegg, S.R. 2008, 'Corporate Social Responsibility' in Clegg, S.R. & Bailey, J.R. (eds), The International Encyclopedia of Organization Studies, Sage, Portland, OR, pp. 302-305.
Clegg, S.R., Hermel, P. & Foley, K. 2008, 'The power implications of qualilty management: Some first thoughts' in Foley, K. & Hermel, P. (eds), The Theories and Practices of Organization Excellence: New Perspectives, SAI Global, Sydney, Australia, pp. 295-334.
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Clegg, S.R. 2008, 'Positivism and post-positivism' in Thorpe, R. & Holt, R. (eds), The SAGE Dictionary of Qualitative Management Research, Sage, London, pp. 155-157.
Roe, R.A., Waller, M.J. & Clegg, S.R. 2008, 'Preface' in Time in Organizational Research, Routledge Taylor & Francis Group, pp. xix-xx.
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Clegg, S.R. 2008, 'The ghosts of time in organization theory' in Time in Organizational Research, pp. 238-254.
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Clegg, S. & Carter, C. 2008, 'The Sociology of Global Organizations' in The Blackwell Companion to Globalization, pp. 272-290.
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Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2007, 'McDonaldization' in Ybema, S. & Bijlsma-Frankema, K. (eds), Organizational Science, Sage Publications Ltd, London, pp. 48-50.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2007, 'Conformance and obedience and groupthink' in Ybema, S. & Bijlsma-Frankema, K. (eds), Organizational Science, Sage Publications, London, pp. 117-120.
Carter, C., Clegg, S.R., Kornberger, M.M., Laske, S. & Messner, M. 2007, 'Introduction' in Carter, C., Clegg, S., Kornberger, M., Laske, S. & Messner, M. (eds), Business ethics as practice : representation, discourse and performance, Edward Elgar, Cheltenham, UK, pp. 1-9.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2007, 'Whose meaning?' in Ybema, S. & Bijlsma-Frankema, K. (eds), Organizational Science, Sage Publications Ltd, London, pp. 111-113.
Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2007, 'Managing power and politics in organizations' in Ybema, S. & Bijlsma-Frankema, K. (eds), Organizational Science, Sage Publications, London, pp. 478-496.
Clegg, S.R., Wang, K.Y. & Berrell, M. 2007, 'Business Networks and Strategic Alliances in China: An Introduction' in Clegg, S.R., Wang, K. & Berrell, M. (eds), Business Networks and Strategic Alliances in China, Edward Elgar Publishing, London, UK, pp. 3-27.
Pitsis, T.S. & Clegg, S.R. 2007, 'Interpersonal Metaphysics - "We live in a political world": The paradox of managerial wisdom' in Kessler, E.H. & Bailey, J.R. (eds), Handbook of Organizational and Managerial Wisdom, Sage Publications, Thousand Oaks, USA, pp. 399-421.
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Clegg, S.R. 2007, 'Bureaucracy and the public sector governmentality' in George Ritzer (ed), The Blackwell Encyclopedia of Sociology, Blackwell, Oxford, UK, pp. 376-378.
Clegg, S.R. 2007, 'Ideal type' in George Ritzer (ed), The Blackwell Encyclopedia of Sociology, Blackwell, Oxford, pp. 2201-2202.
Carter, C. & Clegg, S.R. 2007, 'Institutional theory, new.' in George Ritzer (ed), The Blackwell Encyclopedia of Sociology, Blackwell, Oxford, pp. 2351-2352.
Clegg, S.R. & Carter, C. 2007, 'Management' in George Ritzer (ed), The Blackwell Encyclopedia of Sociology, Blackwell, Oxford, UK, pp. 2710-2719.
Carter, C. & Clegg, S.R. 2007, 'Management fashion' in George Ritzer (ed), The Blackwell Encyclopedia of Sociology, Blackwell, Oxford, UK, pp. 2729-2731.
Clegg, S.R. 2007, 'Preface' in Power without Glory - A Genealogy of a Management Decision, Copenhagen Business School Press, Denmark, pp. 9-12.
Clegg, S.R. & Courpasson, D. 2007, 'The emergence of modern management' in Organization Science, SAGE Publications Ltd, London, pp. 17-30.
Clegg, S.R., Courpasson, D. & Phillips, N. 2007, 'The curious case of Max Weber' in Organization Science, SAGE Publications Ltd, London, pp. 31-47.
Clegg, S.R., Courpasson, D. & Phillips, N. 2007, 'The Hawthorne experiments' in Ybema, S. & Bijlsma-Frankema, K. (eds), Organization Science, SAGE Publications Ltd, London, UK, pp. 61-73.
Anandakumar, A., Pitsis, T.S. & Clegg, S.R. 2007, 'Everybody hurts, sometimes: The language of emotionality and the dysfunctional organization' in Research Companion to the Dysfunctional Workplace: Management Challenges and Symptoms, pp. 187-215.
Clegg, S.R. 2006, 'The bounds of rationality' in Schram, S. & Caterino, B. (eds), Making Political Science Matter: debating knowledge, research and method, New York University Press, New York, USA, pp. 171-187.
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Clegg, S.R. & Kornberger, M.M. 2006, 'Introduction: rediscovering space' in Clegg, S. & Kornberger, M. (eds), Space, Organization and Management Theory, Liber & Copenhagen Business School Press, Malmo, Sweden, pp. 8-16.
Clegg, S.R. & Kornberger, M.M. 2006, 'Organising space' in Clegg, S. & Kornberger, M. (eds), Space, Organization and Management Theory, Liber and Copenhagen Business School Pres, Malmo, Denmark, pp. 143-162.
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Clegg, S.R. & Pitsis, T.S. 2006, 'The art of alliancing: from imperative control to collaborative coordination' in Boyce, G., Macintyre, S. & Ville, S. (eds), How Organisations Connect: investing in communication, Melbourne University Press, Melbourne, Australia, pp. 32-53.
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ARC LP0348816
Clegg, S.R. 2006, 'Bureaucracy' in Beilharz, P. & Hogan, T. (eds), Sociology: place, time & division, Oxford University Press, Melbourne, Australia, pp. 429-432.
Clegg, S.R., Gudergan, S., Kornberger, M.M. & Ray, T. 2006, 'Managing local practices in a networked world' in Kornberger, M. & Gudergan, S. (eds), Only Connect: neat words, networks & identities, Liber and Copenhagen Business School Press, Malmo, Sweden, pp. 190-209.
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Clegg, S.R. & Hardy, C. 2006, 'Representation & reflexivity' in Clegg, S., Hardy, C., Lawrence, T. & Nord, W. (eds), The SAGE Handbook of Organization Studies, Sage Publications, London, UK, pp. 425-443.
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Clegg, S.R. & Rhodes, C.H. 2006, 'Introduction: questioning the ethics of management practice' in Clegg, S. & Rhodes, C. (eds), Management Ethics: contemporary contexts, Routledge, Abingdon, UK, pp. 1-9.
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ARC Special Projects (ASSA)
Clegg, S.R. & Rhodes, C.H. 2006, 'Conclusions: possible ethics & ethical possibilities' in Clegg, S. & Rhodes, C. (eds), Management Ethics: contemporary contexts, Routledge, Abingdon, OX, UK, pp. 172-191.
ARC Special Projects (ASSA)
Hardy, C. & Clegg, S.R. 2006, 'Some dare call it power' in Clegg, S., Hardy, C., Lawrence, T. & Nord, W. (eds), The SAGE Handbook of Organization Studies, Sage Publications, London, UK, pp. 754-775.
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Nord, W., Lawrence, T., Hardy, C. & Clegg, S.R. 2006, 'Introduction' in Clegg, S., Hardy, C., Lawrence, T. & Nord, W. (eds), The SAGE Handbook of Organization Studies, Sage Publications, London, UK, pp. 1-15.
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Parker, B. & Clegg, S.R. 2006, 'Globalization' in Clegg, S., Hardy, C., Lawrence, T. & Nord, W. (eds), The SAGE Handbook of Organization Studies, Sage Publications, London, UK, pp. 651-674.
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Clegg, S.R., Pitsis, T.S., Marosszeky, M. & Rura-Polley, T. 2006, 'Making the future perfect: constructing the Olympic dream' in Hodgson, D. & Cicmil, S. (eds), Making Projects Critical, Palgrave Macmillan Ltd, Hampshire, UK, pp. 265-293.
Clegg, S.R. 2006, 'Bureaucracy' in Turne, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 47-48.
Clegg, S.R. 2006, 'Management' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 348-349.
Clegg, S.R. 2006, 'Managerial revolution' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 349-350.
Clegg, S.R. 2006, 'Organisation man' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambirdge University Press, Cambridge, UK, pp. 424-424.
Clegg, S.R. 2006, 'Organisations' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridege, UK, pp. 426-427.
Clegg, S.R. 2006, 'Organisation theory' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 425-425.
Clegg, S.R. 2006, 'Deferential workers' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 126-126.
Clegg, S.R. 2006, 'Blumer H.' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 41-42.
Clegg, S.R. 2006, 'Phillips curve' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 439-440.
Clegg, S.R. 2006, 'Organisational culture' in Turner, B. (ed), The Cambridge dictionary of sociology, Cambridge University Press, Cambridge, UK, pp. 425-426.
Clegg, S.R. & Rhodes, C.H. 2006, 'Conclusions: Possible ethics and ethical possibilities' in Clegg, S. & Rhodes, C. (eds), Management Ethics: Contemporary Contexts, Routledge, Abingdon, OX, UK, pp. 172-176.
Clegg, S.R. 2005, 'Globalizing business' in Calhoun, C., Rojek, C. & Turner, B. (eds), The SAGE Handbook of Sociology, SAGE Publications Ltd, London, UK, pp. 492-515.
Linstead, S., Clegg, S.R. & Sewell, G. 2005, 'Casting the other to the ends of the Earth: marginal identity in organisation studies' in Pullen, A. & Linstead, S. (eds), Organization and Identity, Routledge, Abingdon, UK, pp. 223-243.
Ray, T. & Clegg, S.R. 2005, 'Tacit knowing, communication and power: lessons from Japan' in Little, S. & Ray, T. (eds), Managing Knowledge: An Essential Reader, Sage Publications, London, UK, pp. 319-347.
Linstead, S., Clegg, S. & Sewell, G. 2005, 'Casting the other to the ends of the earth: Marginal identity in organisation studies' in Organization and Identity, pp. 204-222.
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Clegg, S.R., Ray, T. & Carter, C. 2004, 'Japan as institutional counterfactual: knowledge, learning and power' in Hodgson, D.E. & Carter, C. (eds), Management Knowledge and the New Employee, Ashgate Publishing Ltd, Aldershot, UK, pp. 84-102.
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Hardy, C. & Clegg, S.R. 2004, 'Power and change: a critical reflection' in Boonstra, J.J. (ed), Dynamics of Organization Change and Learning, John Wiley and Son Ltd, West Sussex, UK, pp. 343-365.
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Clegg, S.R. 2004, 'Case studies in construction: recollections of an accidental researcher' in Marschan-Piekkari, R. & Welch, C. (eds), Handbook of Qualitative Research Methods for International Business., Edward Elgar, Cheltenham, UK, pp. 585-587.
Ray, T., Clegg, S.R. & Gordon, R.D. 2004, 'A new look at dispersed leadership: power, knowledge and context' in Storey, J. (ed), Leadership in Organizations: current issues and key trends, Routledge Taylor & Francis Group, London, UK, pp. 319-336.
Westwood, R. & Clegg, S.R. 2003, 'The discourse of organization studies: dissensus politics, and paradigms' in Westwood, R. & Clegg, S. (eds), Debating Organization: Point-Counterpoint in Organization Studies, Blackwell Publishing Ltd, London, pp. 1-42.
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Clegg, S.R. & Stokes, J.R. 2003, 'Bureaucracy, power and ethics' in Bishop, P., Connors, C. & Sampford, C. (eds), Management, Organisation and Ethics in the Public Sector, Ashgate Publishing Limited, London, UK, pp. 145-159.
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Clegg, S.R. & Kornberger, M.M. 2003, 'Modernism, postmodernism, management and organization theory' in Locke, E. (ed), Postmodernism and Management: Pros, Cons and the Alternative, Elsevier Science, London, pp. 57-88.
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Modernism and postmodernism may be thought of as either moments or movements. We argue for thinking of them as moments, essentially related to each other, rather than movements that literally have historical specificity. From this perspective what is modern and what is postmodern is always shifting, such that their nature is problematic, essentially contested and shifting. Rather than use contemporary examples to make these points, we prefer to refer to quite historical examples, because the modalities become much sharper and can be seen in clearer focus. Hence, we discuss Machiavelli and Caravaggio as precursors of the postmodern and Hobbes and Boyle as precursors of the modern. Obviously, there is an irony in our intent: given the claims to currency of the debates with which we frame the paper then reference to some classical sources serves to hose down debate and fix it in a sharper, cleaner form. While it will become evident that our sympathies are not with modernism, it should become equally clear that we hold much of the representation of postmodernism to be as much at error as we do the fixing of the modern in the frame of the empiricist, the positivist, and the scientific. For us, all these terms are equally problematic, and have been so ever since we began to first think we might be modern whether in art, social science or science. We conclude by addressing why, in the present, these classical debates should have migrated to the study of organizations.
Clegg, S.R. 2003, 'Managing organization futures in a changing world of power/knowledge' in Tsoukas, H. & Knudsen, C. (eds), The Oxford Handbook of Organization Theory: Meta-Theoretical Perspectives, Oxford University Press, Oxford, UK, pp. 536-567.
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de Cunha, J.V., Clegg, S.R. & e Cunha, M.P. 2002, 'Management, paradox, and permanent dialectics' in Clegg, S. (ed), Management and Organization Paradoxes, John Benjamins Publishing Company, Amsterdam, The Netherlands, pp. 11-40.
Clegg, S.R. 2002, 'Why distributed discourse matters' in Holmes, L., Hosking, D.M. & Grieco, M. (eds), Organising in the information age, Ashgate Publishing Ltd, Aldershot, UK, pp. 4-12.
Clegg, S.R. 2002, 'Radical revisions: power, discipline and organizations' in Clegg, S. (ed), Central Currents in Organization Studies II - Contemporary Trends, Sage Publications Ltd, London, UK, pp. 162-179.
Clegg, S.R. 2002, 'Editor's introduction: contemporary trends' in Clegg, S. (ed), Central Currents in Organization Studies II - Contemporary Trends, Sage Publications Ltd, London England, pp. 9-31.
Hardy, C. & Clegg, S.R. 2002, 'Relativity without relativism: reflexivity in post-paradigm - organization studies' in Clegg, S. (ed), Central Currents in Organization Studies II - Contemporary Trends, Sage Publications Ltd, London, UK, pp. 144-162.
Clarke, T. & Clegg, S.R. 2002, 'Management paradigms for the new millennium' in Clegg, S. (ed), Central Currents in Organization Studies II - Contemporary Trends, Sage Publications Ltd, London, UK, pp. 371-394.
Clegg, S.R. 2002, 'Max Weber and contemporary sociology of organizations' in Clegg, S. (ed), Central Currents in Organization Studies II - Contemporary Trends, Sage Publications Ltd, London, UK, pp. 300-333.
Clegg, S.R. 2002, 'Bounded rationalities and context dependence' in Clegg, S. (ed), Central Currents in Organization Studies i - Frameworks and Applications, Sage Publications Ltd, London, England, pp. 7-23.
Clarke, T. & Clegg, S.R. 2002, 'Future paradigms for public service' in Jun, J.S. (ed), Rethinking Administrative Theory - the challenge of the new century, Praeger Publishers, Westport, pp. 171-186.
Clegg, S.R. 2002, 'Power' in Sorge, A. (ed), Organization, Thomson Learning, London, UK, pp. 299-313.
Clegg, S.R. 2002, 'From frameworks of power' in Frameworks of power, Manchester University Press, New York, USA, pp. 249-273.
Clegg, S.R. 2002, 'General introduction' in Clegg, S. (ed), Management and Organization Paradoxes, John Benjamins Publishing Company, Amsterdam, pp. 1-10.
Clegg, S.R., Hermens, A. & Porras, S.T. 2002, 'Virtual Collaboration' in BUSINESS: The Ultimate Resource, Perseus, New York, pp. 167-168.

Conferences

Sewell, G., Phillips, N., Clegg, S. & Mol, J. 2016, 'How Institutions Really Think: Mary Douglas and Meaningful Organizations', Academy of Management, USA.
Bardon, T., Josserand, E.L., Clegg, S. & Rhodes, C. 2016, 'Biocracy and the hijacking of ethics: Are new forms of organization control irresistable?', 32nd EGOS Colloquium 2016, Naples, Italy.
Clegg, S.R. 2015, 'Bauman and Strategy', 24 Hours of Strategy Workshop, Newcastle University Business School.
Clegg, S.R. 2014, 'Mega Projects: Power and Innovation in their Management', SAP Business Transformation Summit, Berlin.
Logue, D.M., Clegg, S. & Höllerer, M. 2015, 'Social Impact Bonds as translational devices: conjoining public, private, and non-profit sectors. European Group for Organization Studies (EGOS), Athens, 2015.', European Group for Organization Studies, Athens.
Berti, M., Simpson, A.V. & Clegg, S. 2015, 'Design, designing and designs: "a new school of thought"', European Group of Organizational Scholars (EGOS), Athens, Greece.
Berti, M., Simpson, A.V. & Clegg, S. 2015, 'Designer labels and the nouveau riche? Re-designing academic spaces and identities', APROS EGOS, Sydney, Australia.
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Mukherjee, A., Franois-Xavier, D.V., Clegg, S., Berti, M., Simpson, A.V. & Naar, L. 2015, 'Making space for the material in the social world: Critically applying Lefebvre's triad to organisational space', European Group of Organizational Scholars (EGOS), Athens, Greece.
Killen, C.P., Clegg, S., Biesenthal, C. & Sankaran, S. 2015, 'Time to make space for practice-based research in project portfolio management', Asia Pacific Researchers in Organisational Studies (APROS) / European Group for Organization Studies (EGOS), Sydney, Australia.
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Practice-based research is extending understanding in the disciplines of strategy and project management, in part as a result of strong advocacy of research from 'strategy-as-practice' and 'projects-as-practice' perspectives. Such perspectives provide holistic contextual information and reveal the evolutionary and responsive nature of project and strategy processes. As environments shift and become more complex, dynamic capabilities are required for projects to flourish. Normative project management approaches are being challenged and practice-based project portfolio management (PPM) research is emerging. Increasingly, PPM defines the space between strategy and project management, with a key project focus on temporality. There is a need for further development and encouragement of practice-based approaches in PPM research that are alert to the becoming of projects as spatial manifestations that unfold in (different conceptions of) time. We identify three themes in project and portfolio management research that employ practice-based and strategically anchored perspectives. We illustrate the trajectory of early work on strategy and the front end of projects through to the development and application of increasingly sophisticated theoretical perspectives in project portfolio management (PPM) research. The dynamic capabilities perspective is shown to provide a strong theoretical foundation for investigating PPM and its role in implementing and informing strategy through projects. Theoretically grounded and practice-based research represents the interplay between structure and practice, with these reciprocally and recursively shaping each other over time. Building on these examples we call for practice-based research in PPM, and we suggest a convergence of strategy-as-practice perspectives and practice-based PPM research.
Shalbafan, S., Leigh, E., Pollack, J. & Sankaran, S. 2015, 'Using simulation to create a time-bound, space-constrained context for studying decision-making in project portfolio management using the Cynefin® framework', APROS EGOS 2015, UTS, Sydney.
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Clegg, S.R. 2014, 'Rationality in the City?', Stream 53 of the EGOS Conference, EGOS Colloquium, Rotterdam.
on Designing Innovative and Responsible Organizations: Cities, Communities and Workplaces
Clegg, S.R. 2014, 'Powers of Romance: The Liminal Challenges of Managing Organizational Intimacy', Presentation to the Organizations, Artifacts and Practices Conference, Rome.
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Clegg, S.R. 2014, 'The East India Company: Mega-Project', 28th ANZAM Annual Conference on Reshaping Management for Impact, UTS, Sydney.
Clegg, S.R. 2014, 'Managerialism and the growth of the firm', 28th ANZAM Annual Conference on Reshaping Management for Impact, UTS, Sydney.
Showcase Symposium: Penrose @ 100: Resources And (Dynamic) Capabilities In The 21st Century
Clegg, S.R. 2014, 'How to do good research and get it published', ANZAM Doctoral Symposium, UTS, Sydney.
Clegg, S.R. 2014, 'Design in thinking at UTS', Strategic Management Society Conference, UTS, Sydney.
Clegg, S.R. 2014, 'Is there rationality in the city', EGOS Conference, Rotterdam.
Bardon, T., Josserand, E.L. & Clegg, S. 2014, 'The ethical subjectivity of corporate discourse', EURAM 2014, Valencia, Spain.
Logue, D.M., Clegg, S. & Munir, K. 2013, 'Troubled Times, Big Issues, Institutional Crises: Insights from Organization Theory. European Group for Organization Studies (EGOS), 2013, Montreal, Canada.', European Group for Organization Studies, Montreal, Canada.
Bardon, T., Josserand, E.L. & Clegg, S. 2013, 'Exploring identity work: Technologies of the self as the missing link', Academy of Management, Orlando, United States of America.
The goal of this manuscript is to further explore the identity work performed by individuals when they are confronted with post-bureaucratic practices attempting to regulate their ways of be(hav)ing. In this respect, we argue that technologies of the self are key to exploring identity work further as they constitute the actual practices through which individuals work on themselves in order to govern who they are and how they behave on a daily basis. In a case study involving the introduction of a post-bureaucratic management practice in a service firm, we identify four ideal types for how individuals perform their identity work. We show how taking into account the role of technologies of the self in this process furthers our understanding of identity work and provides insights into how post-bureaucratic practices attempt to regulate individuals' identity in contemporary organizations.
Schweitzer, J., Pitsis, T. & Clegg, S. 2012, 'Strategy discourse as collaborative design practice: Can design thinking benefit strategy development?', European Group for Organizational Studies (EGOS) Conference, Helsinki, Finland.
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This paper provides an investigation into strategic processes, focusing on identifying the processes, practices and capabilities characterising intra- and inter-organisational collaboration that foster strategy development and innovation through creativity in thinking and problem solving. To do so we build our research framework at the intersection of four theoretical foundations: integrative design practice (or design thinking), inter-organizational collaboration, dynamic capabilities and practice theory.
Josserand, E.L., Bardon, T. & Clegg, S. 2011, 'Exploring individuals moral agency in practice: A foundation analysis', Academy of Management.
Pitsis, T.S., Gudergan, S., Clegg, S.R. & van Mearrewijk, A. 2008, 'Phenominal projects: alliances as a process of becoming', First International Symposium on Process organization Studies, Sage, Pissouri, Cyprus.
Clegg, S.R. 2008, 'The heart of darkness', Between the Lines: Dis-membering the Dark Side of Organization Conference, Between the Lines: Dis-membering the Dark Side of Organization Conference, Organization Conference, Sheffield.
Clegg, S.R. 2008, 'Foundations of Organization Power', Presentation to the Nobel Symposium on The Foundations of Organizations, Nobel Symposium on the Foundation of Organizations, Nobel Symposium, Stockholm.
Clegg, S.R. 2008, 'The politics of gossip and denial in inter-organizational relations', International Conference on Power: Forms, Dynamics and Consequences, University of Tampere, Tampere, Finland.
Becker, H., van Iterson, A. & Clegg, S.R. 2008, 'Strategies of secrecy in organizations: A framework for interpreting concealment, revelation and gossiping in the work place', Stream 30: Evil tongues at Work? The Unmanaged Space/S of Organizational Gossip, Stream 30: Evil tongues at Work? The Unmanaged Space/S of Organizational Gossip, EGOS 2008, Amsterdam.
Clegg, S.R. 2008, 'Power and Organizations', The Nobel Symposium "Foundations of Organization", Saltsjobaden Swedan.
Clegg, S.R. 2008, 'There are no truths outside the gates of eden', EGOS & FGV: Second Latin America-Europe Meeting on Organizational Studies, Rio de janeiro, Brazil.
Hall, M., Clegg, S.R. & Sillince, J. 2008, 'The importance of learning to differentiate between 'Hard' and 'Soft' knowledge', Innovation and Knowledge Management in Business Globalization: Theory and Practice - Proceedings of the 10th International Business Information Management Association Conference, pp. 1224-1231.
For knowledge to be managed it has to be severed from those who produced it; it must be stable, replicable, and translatable across contexts, space and time. What this entails is that at some point in its development it has to be divided from its auspices as a specific knowledge of specific people. In science the norms of replication and experimentation enable this division. In the commercial world, where what is required is a commercial product that can be marketed as distinct, different norms operate. In this paper we explore what we take to be a significant way of making such division, which entails the strategy of differentiating that which is 'soft' from that which is 'hard'. Such categories are not self evident and are always socially constructed. In this paper we look at the process through which the division is made up.
Clegg, S.R. 2007, 'Ten propositions concerning security, terrorism, and business', Global Business Symposium on Security, Terrorism and Business, Global Business Symposium, Corpus Christi College, Cambridge, and Judge Business School.
Clegg, S.R. 2007, 'Something is happening here, but you don't know what it is, do you, Mister Jones?', Keynote address to the British Academy sponsored Workshop on Post-bureacracy and Organizational Change in the Knowledge Society, The British Academy sponsored Workshop on Post-bureacracy and Organizational Change in the Knowledge Society, University of Essex, University of Essex.
Clegg, S.R. 2007, 'The jungle and the academy', Academy of Management, AoM, Academy of Management, AoM.
Presenting to All Academy Panel on "Good for whom? The enduring debate between Frederick Talyor's Scientific Management Principles and Upton Sinclair's socialist ideals.
Clegg, S.R., Toucotte, M. & Marin, J. 2007, 'Enacting ecological and collaborative rationality through multi-party collaboration.', Academy of Management Organizations, Academy of Management Organizations, Philiadelphia, USA.
Presentation to Academy of Management Organizations and the Natural Enviornment section.
Quist, J., Skallen, P. & Clegg, S.R. 2007, 'The power of quality models', Academy of Management Critical Management Studies section, AoM, AOM, Philadelphia, USA.
Presented to session on Critical Perspectives on Mergers, Quality and Knowledge work, AoM.
Clegg, S.R., Pitsis, T.S. & Bjorking, K. 2007, 'The management of large engineering projects: debating a research agenda', Presentation to Professional Development Workshop dedicated to sharing and comparing different research agendas on the management of large engineering (infrastructure) projects, AoM., AOM, Philadelphia, USA.
Presentation to Professional Development Workshop dedicated to sharing and comparing different research agendas on the management of large engineering (infrastructure) projects, AoM.
Bjorking, K., Clegg, S.R. & Pitsis, T.S. 2007, 'Catching memes: Emerging practices in an alliance program', EGOS, EGOS, EGOS, Vienna.
Paper presented to The Evolution of Practices track, EGOS.
Chan, A. & Clegg, S.R. 2007, 'Total institutions as instruments of cultural genocide & their peculiar echoes in organization and management theory', EGOS, EGOS, EGOS.
Presentation to sub-theme 10: Genocide, individuals and organization - Choices, actions and consequences for contemporary contexts, EGOS.
Rhodes, C.H., Clegg, S.R. & Pullen, A. 2007, ''If I should fall from grace....': Narrative, Ethics, and Organizational downsizing', European Academy of Management 2007 Conference, European Academy of Management, EURAM, Paris, France.
Paper presented to the track on Management Ethics and the Politics of Identity at EURAM.
Clegg, S.R. 2007, 'The politics of rumour in inter-organizational relations', Department of Management, Lancaster University Seminar, Lancaster University.
Presented to the Department of Management
Clegg, S.R. 2007, 'Cutural revolution's peculiar echoes in organization theory', Department of Management, Universidade Nov Presentation, Lisboa, Universidade Nov..
Presentation to Universidade Nov, Department of Management.
Clegg, S.R. 2007, 'The futures of power and the end of history', Eastern Academy of Management Meeting Plenary Presentation, Amsterdam.
Plenary presentation to the Eastern Academy of Management meeting held in Amsterdam.
Clegg, S.R. 2007, 'The politics of gossip', Department of Management, University of Bath Presentation, University of Bath.
For the Department of Management.
Clegg, S.R. 2007, 'Technology, place and practice', Copenhagen Business School Invited Presentation, Copenhagen Business School.
Clegg, S.R. 2007, 'How to publish in top organization journals', University of Paris-Dauphine Presentation, University of Paris-Dauphine.
Clegg, S.R. 2007, 'Enacting Ecological and Collaborative Rationality through Multi-party Collaborations', University of Paris-Dauphine Presentation, University of Paris-Dauphine.
Clegg, S.R. 2007, 'Power in Organizations - A personal view', University of Paris-Dauphine, University of Paris-Dauphine.
Clegg, S.R. 2007, 'Critical and Discourse Approaches to Power', University of Versailles Presentation, University of Versailles - Saint-Quentin-En-Yvelines.
Deroy, X. & Clegg, S.R. 2007, 'Events, Ethics and Rules: Beyond Risk Management', EURAM, EURAM, EURAM, Paris.
Paper presented to the track on Management Ethics and The Politics of Identity at EURAM.
Clegg, S.R. 2007, 'The future of organization studies', University of Innsbruck Public Lecture, University of Innsbruck.
Public Lecture.
Clegg, S.R. 2007, 'Publishing in top-tier journals', Department of Management, University of Innsbruk Workshop, University of Innsbruk.
Workshop for the University of Innsbruk, Department of Management.
Clegg, S.R. 2007, 'When organizational gossip matters: The relation between formulation and gloss', University of Paris-Dauphine Presentation, University of Paris-Dauphine.
Clegg, S.R. 2007, 'The politics of gossip', The Stockhom Centre of Organisational Research (Score) Presentation, University of Stockholm.
Clegg, S.R. 2007, 'In search of the critical in Latin American management/organization studies', AOM, AOM, Philadelphia, USA.
Presentation to Professional Development Workshop Critical Management Studies Division
Clegg, S.R. 2006, 'The organizing society', ICF European Coaching Conference, Brussels, Belgium.
Clegg, S.R. 2006, 'After Foucault: Making sense of power.', 20th IPSA World Congress, Fukuoka, Japan.
Clegg, S.R., Kornberger, M.M. & Messner, M. 2006, 'The organising society.', 22nd EGOS Colloquium, Bergen, Norway.
Clegg, S.R. 2006, 'The heart of darkness: Total institution and evilness.', 30th Encontro ANPAD, Salvador, Brazil.
Clegg, S.R. 2006, 'Organisational coaching: From the inside', ICF European Coaching Conference, Brussel, Belgium.
Clegg, S.R. 2006, 'Why is organisation theory so ignorant? Small world.', Critical Management Studies Workshop Program, Atlanta, USA.
Clegg, S.R. 2006, 'Organizational coaching: From the inside out and outside in - Constructing the new discipline of coaching', ICF European Coaching Conference - Interactions in Coaching, ICF European Coaching Conference, Brussel, Belgium.
Clegg, S.R. 2006, 'From the working body to a mind in a soulful machine', WVI ISA World Congress of Sociology, WVI ISA World Congress of Sociology, Durban, South Africa.
Clegg, S.R. 2006, 'Why is organization theory so ignorant? Small world, big issues, and the neglect of total institutions', Critical Management Studies Workshop Program, Stream: Power in Organizations, Power in Organizations, Atlanta, USA.
Courpasson, D. & Clegg, S.R. 2006, 'Bringing power back into organization studies: Refashioning the bureaucratic ideal type', 66th Annual Meeting of the Academy of Management, Academy of Management, Atlanta, USA.
Clegg, S.R. 2006, 'From bureaucracies to polyarchies: The production of political performance in organizations', American Political Science Association, American Political Science Association, Philadelphia, USA.
Josserand, E.L., Pitsis, T. & Clegg, S. 2006, 'The Power of One? Learning in Mega-Project Alliances', EGOS Conference.
Clegg, S.R. 2005, 'We see dead people? Reflective debate on John Miner's vision for organization science', American Academy of Management, American Academy of Management, Hawaii.
Clegg, S.R., Gordon, R.D., Hermens, A., Kornberger, M.M., Rhodes, C.H. & Ross-Smith, A.E. 2005, 'Strange brew: the MBA and institutionalised hypocritical isomorphism in management education', 4th International Critical Management Studies Conference, 4th International Critical Management Studies Conference, -, Cambridge, UK.
Gordon, R.D., Clegg, S.R. & Rhodes, C.H. 2005, 'The MBA and institutionalised hypocritical isomorphism in management education', 2005 APROS Colloquium, Asia Pacific Researchers in Organisation Studies, Victoria University, Melbourne, Australia.
Bubna-Litic, D.C., Wolfram Cox, J., Westwood, R., Brewis, J. & Jack, G. 2003, 'Introduction', "The Pleasure of Periphery/ The Malady of Marginality:SCOS 2003 conference Symposium, 21st Standing Conference on Organizational Symbolism, Standing conference on organizational Symbolism, University of Cambridge, UK, pp. 1-2.
Clegg, S.R., Kornberger, M.M. & Carter, C. 2003, 'The differend, strangers and democracy: theorizing polyphonic organization', Conference Proceedings - Democracy in a Knowledge Economy, 63rd Annual Meeting: The Academy of Management, Academy of Management, Seattle, USA, pp. 1-6.
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Pitsis, T.S., Clegg, S.R. & Marosszeky, M. 2003, 'Constructing the Olympic dream: A future perfect strategy of project management.', 3rd World Project Management Week, World Project Management Week, Eventcorp, Australia, pp. 1-34.
Clegg, S.R., Rhodes, C.H. & Kornberger, M.M. 2003, 'Managers as moral subjects? decision making, undecidability and the organizational ego', Proceedings - New World: Translating the Past, Narrating the Present & Organising the Future, 10th APROS International Colloquium 2003, Area de Estudios Organizacionales, Universidad Autonoma Metropolitana - Iztapalapa, Oxaca, Mexico, pp. 1-17.
Carter, C., Clegg, S.R., Kornberger, M.M. & Mueller, F. 2003, '"No guru, no method, no teacher" - no way!', Proceedings New World: Translating the Past, Narrating the Present & Organising the Future, 10th APROS International Colloquium 2003, Area de Estudios Organizacionales, Universidad Autonoma Metropolitana - Iztapalapa, Oaxaca, Mexico, pp. 1-36.
Gordon, R.D. & Clegg, S.R. 2003, 'The constitution of power and corruption: an ethnography of and in transition', Proceedings of New World: Translating the Past, Narrating the Present & Organising the Future, 10th APROS International Colloquium 2003, Area de Estudios Organizacionales, Universidad Autonoma Metropolitana - Iztapalapa, Oaxaca, Mexico, pp. 1-42.
Clegg, S.R., Kornberger, M.M. & Carter, C. 2003, 'For management', New World: Translating the Past, Narrating the Present, Organizing the Future, Tenth International APROS Colloquim, Oaxaca, Mexico.
Paper presented to the Language, Change and Organization Management as Discursive Practice Stream
Clegg, S.R. 2002, 'Keynote presentation - 'Paradoxes of virtual collaboration'', The Adoption and Diffusion of IT in an Environment of Critical Change, IFIP TC8 WG8.6 International Working Conference, International Federation of Information Processing, Sydney, Australia, pp. 179-186.
Pitsis, T.S., Clegg, S.R. & Marosszeky, M. 2002, 'Managing through the future perfect tense: a project odyssey', Proceedings of the British Academy of Management Conference 2002, British Academy of Management Conference 2002, Middlesex University, London, UK, pp. 1-29.
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Marosszeky, M., Clegg, S.R., Pitsis, T.S. & Rura-Polley, T. 2002, 'Institutionalising Alliances in Construction Projects', European Academy of Management, European Academy of Management, European Academy of Management, Stockholm Sweden.
Clegg, S.R. 2002, 'Paradoxes of virtual collaboration (Keynote presentation)', The Adoption and Diffusion of IT in an Environment of Critical Change, No, International Federation of Information Processing, Sydney, pp. 179-186.
Pitsis, T.S., Rura-Polley, T. & Clegg, S.R. 2001, 'The Implications of 'Future Perfect Planning' for Quality Management', Proceedings of 5th International and 8th National research Conference on Quality and Innovation Management, 5th International and 8th National research Conference on Quality and Innovation Management, The Euro-Australian Cooperation Centre Victoria, Melbourne, pp. 437-450.
Clegg, S.R. 2000, 'Taking stock: changing theoretical and executive paradigms for the 21st century', ASAC - IFSAM 2000 - The 28th Annual ASAC Conference and 5th IFSAM World Congress, ASAC & IFSAM, Montreal, Canada, pp. 0-0.
Clegg, S.R. 2000, 'The vicissitudes of power', Managing for the New Millennium: The Leap Ahead - ANZAM 2000 Conference Proceedings, Australian and New Zealand Academy of Management Conference, Australia & New Zealand Academy of Management, Sydney, NSW, pp. 0-0.

Journal articles

Cunha, M.P.E., Neves, P., Clegg, S.R. & Rego, A. 2016, 'Tales of the unexpected: Discussing improvisational learning', Management Learning, vol. 46, no. 5, pp. 511-529.
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Adelstein, J. & Clegg, S. 2016, 'Code of Ethics: A Stratified Vehicle for Compliance', Journal of Business Ethics, vol. 138, no. 1, pp. 53-66.
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Ethical codes have been hailed as an explicit vehicle for achieving more sustainable and defensible organizational practice. Nonetheless, when legal compliance and corporate governance codes are conflated, codes can be used to define organizational interests ostentatiously by stipulating norms for employee ethics. Such codes have a largely cosmetic and insurance function, acting subtly and strategically to control organizational risk management and protection. In this paper, we conduct a genealogical discourse analysis of a representative code of ethics from an international corporation to understand how management frames expectations of compliance. Our contribution is to articulate the problems inherent in codes of ethics, and we make some recommendations to address these to benefit both an organization and its employees. In this way, we show how a code of ethics can provide a foundation for ethical sustainability, while addressing management intentions and employees' ethical satisfaction.
Seremani, T.W. & Clegg, S. 2016, 'Postcolonialism, Organization, and Management Theory: The Role of "Epistemological Third Spaces"', Journal of Management Inquiry, vol. 25, no. 2, pp. 171-183.
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Logue, D.M., Clegg, S.R. & Gray, J. 2016, 'Social Organization, Classificatory Analogies and Institutional Logics: Institutional Theory Revisits Mary Douglas', Human Relations, vol. 69, no. 7, pp. 1587-1609.
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As a social theory of organization, it is unsurprising that institutional theory draws upon the profound and ambitious work of the late anthropologist Mary Douglas. One of the foundational concepts of organizational institutionalism, institutional logics, directly draws upon her work. Yet, in recent times, this foundational role has faded from view as institutional theory itself becomes increasingly institutionalized as a vibrant branch of organization studies. This is unfortunate for there is much continuity in current work with that of Douglas, it now being 50 years and 30 years, respectively, since the publication of two of her formative works. The deep analogies that underpin classificatory systems and the processes by which they are sustained remain significant areas under continued investigation by institutional theorists. Thus, in this paper we revisit Douglas' core arguments and their connections to institutional theorizing. We specifically explore her contribution of 'naturalizing analogies' as a way of accounting for the unfolding of change across levels of analysis, extending, modifying and enriching explanations of how institutional change is reified, naturalized and made meaningful. We do this by providing empirical descriptions of meta-organizing analogies and field-level applications. We explain how Douglas' major theoretical works are of considerable relevance for current institutional theorizing. This aids particularly in informing accounts of institutional logics and the movement between individual cognition and collective signification.
Maclean, M., Harvey, C. & Clegg, S. 2016, 'Conceptualizing Historical Organization Studies', Academy of Management Review, no. October 1, 2016, 41 (4), pp. 609-632.
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Josserand, E.L., Clegg, S., Pitsis, T. & Mehra, A. 2016, 'The innovative power of network dynamics', Organization Studies.
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Giustiniano, L., Cunha, M.P.E. & Clegg, S. 2016, 'Organizational zemblanity', European Management Review, vol. 34, no. 1, pp. 7-21.
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© 2015 Elsevier Ltd. We introduce the concept of zemblanity to organization studies to refer to the enactment of disaster when, in systems designed to impede risk, key actors nonetheless construct their own misfortune. The case of the Costa Concordia provides an opportunity to discuss organizational zemblanity. Active as well as passive behaviours by the Costa Concordia's Captain created a vicious circle of inappropriate decision-making with traumatic effects. These were complemented by structural elements to be found both in the individual behaviours of others (mainly, the vessel's first line of command) and the lack of other effective organizational controls, both in terms of structures and routines. As our discussion illuminates, there are two overarching elements in play: an excess of individual discretion and a lack of proper organizational controls. We go on to consider the significant implications for both theory and practice that flow from our analysis.
Giustiniano, L., Cunha, M.P.E. & Clegg, S. 2016, 'The dark side of organizational improvisation: Lessons from the sinking of Costa Concordia', Business Horizons, vol. 59, pp. 223-232.
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© 2015 Kelley School of Business, Indiana University. High-reliability organizations operate in highly regulated sectors in which the main concern is ensuring the safety of people and goods. Despite high levels of formalization, organizations have to be sensitive to contingent situations and ready to face the unexpected, so the role of the people in command remains crucial. When unanticipated events and contingencies arise, organizational improvisation comes into its own. Improvisation is the deliberate fusion of design and execution in a novel production entailing the cognitive, rational, and event intuitive interpretation of prescribed rules and standards of conduct at various levels of aggregation. Standardization and improvisation are often represented as two conflicting demands rather than as necessarily interdependent; hence, the possible presence of improvisation in high-reliability organizations has been left underexplored. While most of the extant studies on improvisation have stressed the wisdom of improvised choices, not all improvisations are so successful. In this article we illuminate the dark side of organizational improvisation by analyzing the notorious case of the sinking of the Costa Concordia. The case shows how conformity to the formal adoption of standards and compliance to them can provide a shelter under which impromptu adaptation can be pursued, expressing the negative side of improvisation.
Ghobadi, S., Campbell, J. & Clegg, S. 2016, 'Pair programming teams and high-quality knowledge sharing: A comparative study of coopetitive reward structures', Information Systems Frontiers, vol. Volume 1 / 1999 - Volume 18 / 2016.
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© 2015 Springer Science+Business Media New York There has been a growing research interest in understanding knowledge sharing in agile development. Yet, empirical research that sheds light on its underlying practices, such as pair programming, is evolving. This study uses insights from coopetition and software literature to focus inquiry on the relation between coopetitive rewards and high-quality knowledge sharing in pair programming teams. Theoretical hypotheses are developed and validated, suggesting that: 'coopetitive rewards influence high-quality knowledge sharing both directly and over time through their impact on the level of knowledge sharing satisfaction', and, 'the impact of coopetitive rewards on high-quality knowledge sharing is dependent upon task complexity and the history of working under similar reward structure'. This study generates new understanding related to the use of rewards in pair programming teams, and offers a rigorous and replicable seven-step experimental process for simulating coopetitive structures and investigating their role in pair programming and in similar collaborative contexts.
Clegg, S., Josserand, E., Mehra, A. & Pitsis, T.S. 2016, 'The Transformative Power of Network Dynamics: A Research Agenda', ORGANIZATION STUDIES, vol. 37, no. 3, pp. 277-291.
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van Marrewijk, A., Ybema, S., Smits, K., Clegg, S.R. & Pitsis, T.S. 2016, 'Clash of the Titans: Temporal organizing and collaborative dynamics in the Panama Canal Megaproject', Organization Studies, pp. 1-25.
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Recent studies of temporary organizing and project-based work explain how organizational actors establish and maintain clear role structures and harmonious relations in the face of precariousness by engaging in stabilizing work practices. This focus upon 'order' undervalues conflict-ridden negotiations and power struggles in temporary organizing. This paper demonstrates that in temporary organizing conflict and order may exist in tandem. Drawing close to the collaborative dynamics in a large-scale global project, we analyse the political struggles over role patterns and hierarchic positioning of client and agent in the temporary organization of the Panama Canal Expansion Program (PCEP). In such projects, the agent typically takes the position of project leader. In this case however, the client was formally in charge, while the agent was assigned the role of coach and mentor. The diffuse hierarchy triggered project partners to engage in both harmony-seeking social and discursive practices and to enter into conflict-ridden negotiations over authority relations in the everyday execution of the PCEP project. Our study contributes to existing literatures on temporal organizing by presenting a case of simultaneous practices of harmonization and contestation over mutual roles and hierarchic positions. We also show that studying collaboration between project partners involves, not merely analysing project governance structures, but also offering a context-sensitive account of everyday social and discursive practices. Finally, we reflect on a view of 'permanence' and 'temporariness' as themselves contested categories and symbolic sites for struggle.
Cunha, M.P.E., Clegg, S.R., Costa, C., Leite, A.P., Rego, A., Simpson, A.V., Sousa, M.O.D. & Sousa, M. 2016, 'Gemeinschaft in the midst of Gesellschaft? Love as an organizational virtue', Journal of Management, Spirituality & Religion.
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Love is a powerful human process that has attracted the attention of scholars within the cultural and scientific domains. Thus far, the majority of management scholars have tended to neglect love as a relevant topic of theorizing and research. Given the recent interest in the phenomenon in allied fields such as sociology and psychology, this is surprising. We create, inductively, an archetypical image of how managers make sense of the meaning of love as an organizational phenomenon by means of a sample of Christian managers. The findings indicate that such managers associate love with two core dimensions. First, they describe love as an expression of virtue. Second, they link love with a sense of community-ship. Organizational love can thus be theorized as the exercise of constructing virtuous, other-oriented human communities that transcend the productive functions of work and respond to important human needs, fulfilling normative performativity.
Clegg, S.R., Cunha, M.P. & Rego, A. 2016, 'Explaining Suicide in Organizations: Durkheim Revisited', Business and Society Review, vol. 121, no. 3, pp. 391-414.
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Drawing on Durkheim's concept of anomie, we address the under-explored phenomenon of anomic suicide in contemporary organizations and discuss the consequences of solidarity for organizations and society. The relations of social solidarity to issues of identity and insecurity are explored through the cases of France Telecom Orange and Foxconn. Remedial implications for organizing, considered as community building, are discussed. Durkheim wrote not only about anomic but also altruistic suicide. We will also analyze examples of this type of suicide. Some tentative suggestions are made for how to organize to minimize the incidence of suicidal violence in organizations.
Clegg, S., e Cunha, M.P., Munro, I., Rego, A. & de Sousa, M.O. 2016, 'Kafkaesque power and bureaucracy', Journal of Political Power, vol. 9, no. 2, pp. 157-181.
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© 2016 Informa UK Limited, trading as Taylor & Francis Group.The metaphor of Kafkaesque bureaucracy has attracted the imagination of organization theorists for decades. While the critical and metaphorical approach offers vibrant insights about organizing, it has not been complemented by systematic empirical analysis. We take a step in that direction and conduct an inductive study of how people experience and deal with the Kafkaesque bureaucracy. We focus on the Kafkaesque organization as constructed in process and practice by those who experience its effects as citizens and clients. Data uncovered three major affordances of Kafkaesque bureaucracy: inactiveness, helplessness and meaninglessness. These combine in a mutually debilitating configuration that constitutes the Kafkaesque bureaucracy as an effortful everyday accomplishment.
Clegg, S.R. 2016, 'The Futures of Strategic Management', ManageMagazine.
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Clegg, S.R., Cunha e, M.P. & Rego, A. 2016, 'Great Leadership: The Missing Link', ManageMagazine.
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Biesenthal, C.E., Sankaran, S., Pitsis, T. & Clegg, S. 2015, 'Temporality in Organization Studies: Implications for Strategic Project Management', Open Economics and Management Journal, vol. 2, no. (Suppl 1: M7), pp. 45-52.
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Project managers require temporal skills and the ability to improvise when linear assumptions confront the complexities of managing projects within a context of strategic calculation. While the management and organization (MOS) literature emphasizes the importance of temporal skills for managing uncertainty, ambiguity and complexity, a dearth of project management literature contributes to this discussion. By reviewing literature on time in MOS and linking it to the field of project management we seek to make an initial bridge of this gap and argue that in order to improvise project managers need temporal skills. Project management practitioners and researchers work with assumptions of what constitutes normal time and linearity in projects, despite the variety of situations and events faced in projects. Practitioners, students and researchers in project management need to develop more sophisticated temporal skills to deal with a variety of projects, situations and events strategically.
Clegg, S., Pina e Cunha, M., Rego, A. & Story, J. 2015, 'Powers of Romance: The Liminal Challenges of Managing Organizational Intimacy', Journal of Management Inquiry, vol. 24, no. 2, pp. 131-148.
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Problematic organizational relationships have recently been at the core of highly visible media coverage. Most analyses of sexual relations in organizations have been, however, simplistic and unidimensional, and have placed insufficient systematic emphasis on the role of governmentality in the social construction of organizational romance. In this article, we proceed in two theoretical steps. First, we elaborate a typology of organizational romance that covers different manifestations of this nuanced process. We think of these as organizational strategies of governmentality. Second, we elaborate and identify liminal cases that fall into the interstices of the four predominant ways of managing sexual relationships in organizations. We think of these as vases of liquid love and life that evade the border controls of regulation by governmentality. Finally, we relate these issues to debates about the nature of the civilizational process and suggest hypotheses for future research.
Deroy, X. & Clegg, S. 2015, 'Back in the USSR: Introducing Recursive Contingency Into Institutional Theory', Organization Studies, vol. 36, no. 1, pp. 73-90.
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Institutional theory's understanding of unplanned change in fragmented and complex environments has made the connection between institutional work at the micro level and institutional logics at the macro level a central issue. Change that is not planned is contingent on events. In practice an event, as a single occurrence of an unexpected, unanticipated or unacknowledged process, connects these levels, as the event is selected for attention, enacted in meaning, and organizationally coded. Not all events are selected, enacted and coded, of course. The recognition, attributes and potential of events depend on selections made from and meaning given to past events and those conceived as coming into being in the future perfect. The concept of recursive contingency describes how unique occurrences become connected in an evolving process over time; in doing so, it stresses the important role of the unexpected in regard to institutional change. Using a theoretical framework derived from Luhmann's work, in which institutions are seen as relatively autonomous self-closed subsystems generating contingency, we define an event as such by the fact that what it means and what is to be done with it cannot be decided by the application of a rule: choice is demanded that requires coding it as a specific type of event. A recursive view of contingency can be connected to an institutional theory of change in which the central role of institutional codes and networks of communication is stressed, producing a new theoretical approach to the explanation of institutional change. To illustrate the argument we make reference to one of the most significant counterfactual cases for questioning the solidity of institutions: the collapse of the key organization of the Soviet Union, the Communist Party.
Lancione, M. & Clegg, S.R. 2015, 'The lightness of management learning', Management Learning, vol. 46, no. 3, pp. 280-298.
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Logue, D.M., Jarvis, W.P., Clegg, S. & Hermens, A. 2015, 'Translating models of organization: Can the Mittelstand move from Bavaria to Geelong?', Journal of Management & Organization, vol. 21, no. 01, pp. 17-36.
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Chan, A., Clegg, S.R., Cunha, M.P.E. & Rego, A. 2015, ''The revolution will not be televised': the institutional work of radical change in China's Cultural Revolution', Journal of Political Power, vol. 8, no. 1, pp. 61-83.
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Ghobadi, S. & Clegg, S. 2015, ''These days will never be forgotten …: A critical mass approach to online activism', Information and Organization, vol. 25, no. 1, pp. 52-71.
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Pina e Cunha, M., Rego, A., Clegg, S. & Lindsay, G. 2015, 'The dialectics of serendipity', European Management Review, vol. 33, no. 1, pp. 9-18.
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Serendipity in organizations has often been perceived as a mysterious occurrence. We approach the process of serendipity via reconsideration of Honda's entry into the US market using an alternate templates analysis, showing that serendipity can be conceptually interpreted as the synthesis of preparation and openness to novelty, articulated through generative doubt. In this sense, it can be thought of as a dialectical process that thrives through the creative synthesis of the existing and the new. It is a practical accomplishment rather than an organizational form of mystery.
Logue, D.M. & Clegg, S. 2015, 'Wikileaks and The News of the World: The Political Circuitry of Labeling', Journal of Management Inquiry, vol. 24, no. 4, pp. 394-404.
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Labels are important when organizations seek membership in an existing category, as are the agreed upon labeling practices of audiences that are already members of that category. The origins of labeling theory emerge from sociological examinations of deviant behavior and of deviant individuals. We return to this earlier emphasis and extend the analysis to organizations to demonstrate the contribution of a more politicized conception of labeling and categorizing for organization studies' literature. In drawing upon two empirical illustrations, that of Wikileaks and News Corp's The News of the World, we apply a 'circuits of power framework to analyze the politics of labeling. We suggest that a more politicized conception than offered in current literature highlights the moral reasoning, disciplining, and symbolic violence that may be invoked by labels and labeling practices and also the circuits of power by which they may be maintained and disrupted.
Cunha, M.P.E., Clegg, S., Rego, A. & Gomes, J.F.S. 2015, 'Embodying sensemaking: Learning from the extreme case of Vann Nath, prisoner at S-21', European Management Review, vol. 12, no. 1, pp. 41-58.
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© 2015 European Academy of Management. The sensemaking literature offered important critical insights to the understanding of organizing. These have been underpinned by two foundational assumptions. First, sensemaking is predominantly a higher order cognitive process. Second, it is a process desired and desirable. Considering the account of Vann Nath as prisoner of the S-21 extermination center during the Khmer Rouge regime, we challenge these assumptions and argue that, in some cases, sensemaking is fundamentally a bodily and emotional process, one that is undesired and blocked by the organization in which it takes place. The shift in perspective triggered by an extreme context has pertinent implications for the understanding of sensemaking in other, non-extreme organizational circumstances.
Cunha, M.P.E., Rego, A. & Clegg, S. 2015, 'The Institutionalization of Genocidal Leadership: Pol Pot and a Cambodian Dystopia', Journal of Leadership Studies, vol. 9, no. 1, pp. 6-18.
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Misleadership is defi ned as leadership process involving a complex interplay of leader, follower, and situational elements, inscribing a vicious circle of intensifying dysfunctional action. It is tempting to see misleadership as the result of the madness of one leader. It is also misleading. Leadership research has been insuffi ciently attentive to misleadership and, in particular, to the misleadership factors intervening in genocidal processes. Discussed in the current article are the antecedents and the rule of the Khmer Rouge regime in Cambodia in the 1970s as an extreme case of misleadership. Lessons from the Polpotist dystopia are derived and refl ections on possible contra-strategies are presented. In particular, it is suggested that it is necessary to distinguish measures for social change that are admissible and positive, from negative utopian visions that are negative, inadmissible, and facilitative of evil leadership.
Simpson, A.V., Cunha, M.P.E. & Clegg, S. 2015, 'Hybridity, sociomateriality and compassion: What happens when a river floods and a city's organizations respond?', Scandinavian Journal of Management, vol. 31, no. 3, pp. 375-386.
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In this study we analyze the ethics of compassionate support provided by organizations to their employees during and after the Brisbane flood crisis of January 2011. The relationship between the social and the material is often taken for granted in discussions of compassion, which has largely been conceived as an emotion or an ethical virtue. By contrast, we see it as a variable state that is contingent on phenomenal events, social relations, organizational routines, technology and corporeality. These are entangled in temporal processes in which the ethics of organizing compassion are constituted. When traumatic events occur processes of sociomateriality can substantiate or negate organizational compassion.
Oliveira, J. & Clegg, S. 2015, 'Paradoxical puzzles of control and circuits of power', Qualitative Research in Accounting & Management, vol. 12, no. 4, pp. 425-451.
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Simpson, A.V., Clegg, S., Cunha, M.P.E. & Marcelino, A.R. 2015, 'Expressões de compaixão: Práticas organizacionais no rescaldo de uma crise (Expressions Of Compassion: Organizational Practices In The Aftermath Of A Crisis)', Revista Brasileira de Estudos Organizacionais, vol. 2, no. 1, pp. 33-57.
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Compassion is almost universally acknowledged as an important issue in the crisis management literature. The dominant perspective, however, approaches compassion instrumentally as a practical tool for conveying messages to achieve goals of protecting organizational assets. The findings of this study on the compassionate support offered (or not) to employees during and after the Brisbane flood crisis of January 2011 provide insight into crisis management as continuous process rather than a reactionary response to disaster when it arises. Three significant policy implications are generated in relation to organizational response and processes of compassion in times of crisis: First, compassionate discourses and categorization schemas should be clearly articulated within the organization before crisis (i.e. compassionate organizations express compassion as quotidian practice). Second, compassionate policies and practices need to be embedded in ongoing organizational routines and policies. Third, initiatives framed as compassion responses should not be assumed to necessarily create positive outcomes; rather, outcomes should be assessed on an ongoing basis.
Cunha, M.P.E., Rego, A., Silva, Á.F.D. & Clegg, S. 2015, 'An institutional palimpsest? The case of Cambodia's political order, 1970 and beyond', Journal of Political Power, vol. 8, no. 3, pp. 431-455.
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© 2015 Taylor & Francis. How do continuity and change coexist and coevolve? How does continuity enable change and change reinforce continuity? These are central questions in organizational and political research, as organizational and institutional systems benefit from the presence of both reproduction and transformation. However, the relation between the processes of change and continuity still raises significant questions. To contribute to this discussion, we analyse the coexistence of deep institutional continuity and radical political change in the second half of twentieth-century Cambodia. Over a two-decade period, Cambodia was ruled by radically different political systems of organization: a traditional monarchy with feudal characteristics, a failing republic, a totalitarian communist regime, and a Vietnamese protectorate, before being governed by the UN and finally becoming a constitutional monarchy. We use an historical approach to study how a succession of radical changes may in reality signal deep lines of continuity.
Clegg, S., Geppert, M. & Hollinshead, G. 2015, 'Politicization and political contests in contemporary multinational corporations', Human Relations, vol. 68, no. 9, pp. 1526-1529.
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Forseth, U., Røyrvik, E.A. & Clegg, S. 2015, 'Brave new world? The global financial crisis' impact on Scandinavian banking's sales rhetoric and practices', Scandinavian Journal of Management, vol. 31, no. 4, pp. 471-479.
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© 2015 Elsevier Ltd. The paper explores how the global financial crisis wrought changes in the financial industry, even far from the crisis' epicentre, in sales orientation, rhetoric and practices. We draw on accounts from managers and employees gleaned from a strategic sample of Scandinavian financial institutions. Framing our analysis on the concept of environmental jolts, we identified a shift in accounts in relation to sales as the context changed: from blame games, through the nurturing of conceptual plurivocality, culminating in embellishment. Initially bankers blamed external actors and factors. When they had to confront customer's complaints about mis-selling and critiques from regulatory authorities, a new discourse on "right selling" and changes in sales practices emerged, but the pressure to sell continued. Financial advisors and union representatives were critical to the development and the rhetoric involved. Revolutionary changes were few and far between in a context of piecemeal changes to rebuild image and trust.
da Graa Batista, M., Clegg, S.R., Pina e Cunha, M., Giustiniano, L. & Rego, A. 2015, 'Improvising Prescription: Evidence from the Emergency Room', British Journal of Management, vol. 27, no. 2, pp. 406-425.
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© 2015 British Academy of Management. Global medical practice is increasingly standardizing through evidence-based approaches and quality certification procedures. Despite this increasing standardization, medical work in emergency units necessarily involves sensitivity to the individual, the particular and the unexpected. While much medical practice is routine, important improvisational elements remain significant. Standardization and improvisation can be seen as two conflicting logics. However, they are not incompatible, although the occurrence of improvisation in highly structured and institutionally complex environments remains underexplored. The study presents the process of improvisation in the tightly controlled work environment of the emergency room. The authors conducted an in situ ethnographic observation of an emergency unit. An inductive approach shows professionals combining ostensive compliance with protocols with necessary and occasional 'underlife' improvisations. The duality of improvisation as simultaneously present and absent is related to pressures in the institutional domain as well as to practical needs emerging from the operational realm. The intense presence of procedures and work processes enables flexible improvised performances that paradoxically end up reinforcing institutional pressures for standardization.
Logue, D.M., Clegg, S. & Hollerer, M. 2015, 'Inter-institutional Collaboration for Social Innovation: The Case of Social Impact Bonds as Translational Devices', Business and Society.
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Brown, A.D., Colville, I. & Pye, A. 2015, 'Making Sense of Sensemaking in Organization Studies', Organization Studies, vol. 36, no. 2, pp. 265-277.
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Clegg, S., Geppert, M. & Hollinshead, G. 2015, 'Human Relations special issue call for papers Politicization and political contests in contemporary multinational corporations', Human Relations, vol. 68, no. 10, pp. 1662-1665.
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van Marrewijk, A., Veenswijka, M. & Clegg, S.R. 2014, 'Changing collaborative practices through cultural interventions', Building Research and Information, vol. 42, no. 3, pp. 330-342.
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Simpson, A.V., Clegg, S.R. & Pitsis, T.S. 2014, 'Normal compassion: A framework for compassionate decision making', Journal of Business Ethics, vol. 119, no. 4, pp. 473-491.
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In this empirical paper, we present a model of the dynamic legitimizing processes involved in the receiving and giving of compassion. We focus on the idea of being `worthy of compassion and show how ideas on giving and receiving compassion are highly contestable. Recognition of a worthy recipient or giver of compassion constitutes a socially recognized claim to privilege, which has ethical managerial and organizational implications. We offer a model that assists managers in fostering ethical strength in their performance by encouraging reflection on the ethical complexity involved in compassion relations. The model emphasizes the dynamics of both the givers and receivers of compassion and so can also be used by organizations to both assess how others may view the legitimacy of their compassion relations and also to develop a positive organizational ethic of compassionate conduct. Dear Authors, We are pleased to inform you that the Senior Editor for Special Issues of the Journal of Business Ethics has reviewed and accepted your paper for inclusion in the Special Issue on Positive Organizational Ethics. We thank you for your patience during the extended review process. "The dynamics of compassion: A framework for compassionate decision making" makes an important contribution to the Special Issue. Given an additional revision round for some authors, we expect the issue to go into production this summer. All the best, Leslie, Debbie, and Lindsey
Simpson, A.V., Clegg, S.R. & Pitsis, T.S. 2014, 'I used to care but things have changed: A genealogy of compassion in organizational theory', Journal of Management Inquiry, vol. 23, no. 4, pp. 347-359.
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Silva, T., Pina e Cunha, M., Clegg, S.R., Neves, P., Rego, A. & Rodrigues, R.A. 2014, 'Smells like Team Spirit: Opening a Paradoxical Black Box', Human Relations, vol. 67, no. 3, pp. 1-24.
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Despite the common usage of the term, researchers and practitioners have not been able properly to explain what team spirit is and what benefits and drawbacks it might bring to teams. Several definitions have been proposed, but not in a consistent manner. Using a qualitative approach, we worked with one football team to shed light on how individuals experience and characterize team spirit. Our results suggest that team spirit is built around four paradoxes: these are a paradox of selfless egoism; a paradox of results; a paradox of conflict, and a paradox of relationships. Essentially, team spirit can be viewed as an inter-subjectively shared facility with which individual members of a team can balance opposing tensions in a consistent way, managing to maintain a healthy synthesis between individual and collective needs and expectations, preventing the team from dominating the individuals, as well as specific individuals from capturing the team.
Pina e Cunha, M., Clegg, S.R. & Rego, A. 2014, 'The ethical speaking of objects: ethics and the 'object-ive' world of Khmer Rouge young comrades', Journal of Political Power, vol. 7, no. 1, pp. 35-61.
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Simpson, A.V., Clegg, S.R., Lopes, M.P., e Cunha, M.P., Rego, A. & Pitsis, T.S. 2014, 'Doing compassion or doing discipline? Power relations and the Magdalene Laundries', Journal of Political Power, vol. 7, no. 2, pp. 253-274.
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We address the Magdalene Laundries. On the one hand this institution was constituted as a compassionate response to managing troubled young women; on the other hand it was seen as a disciplinary apparatus imposing total institutional life on its inmates. The antinomy of views about the institution is evident in the analysis we make of 116 comments by 66 commenters on an online newspaper article about the Magdalene Laundries. We analyse these comments in the context of broader concerns about contemporary approaches to the topic of organizational compassion. We argue that organizational compassion is a complex social process embedded within power relations that can be disciplinary in nature and create ambivalent rather than wholly positive outcomes.
Pitsis, T.S., Sankaran, S.H.A.N.K.A.R., Gudergan, S. & Clegg, S. 2014, 'Governing projects under complexity: theory and practice in project management', International Journal of Project Management, vol. 32, no. 8, pp. 1285-1290.
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Clegg, S.R. 2014, 'Reflections: Why Old Social Theory Might Still be Useful', Journal of Change Management, vol. 15, no. 1, pp. 8-18.
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In the following, I first identify some of the breadth of concern raised within academe subsequent to the global financial crisis (GFC) and then move to identify what some mainstream financial press outlets have done recently to foster debate about the systemic nature of concerns increasingly manifest since 2007. In certain Marxist-oriented social science circles, the current crisis was well prepared but, unfortunately, hardly visible in business education. We need a sociological understanding of the market to augment the limited understanding of orthodox economics. To understand how the GFC came to be the contributions of the virtually forgotten social theory are retrieved as pointers to understanding how the profound social and organizational changes leading up to and creating the GFC occurred. The implications of this literature for the curriculum of the business school should be profound, it is argued. © 2014 © 2014 Taylor & Francis.
Clegg, S. 2014, 'Circuits of power/knowledge', Journal of Political Power, vol. 7, no. 3, pp. 383-392.
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Pina e Cunha, M., Clegg, S., Rego, A. & Neves, P. 2014, 'Organizational Improvisation: From the Constraint of Strict Tempo to the Power of the Avant-Garde', Creativity and Innovation Management, vol. 23, no. 4, pp. 359-373.
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Clegg, S. 2014, 'Managerialism: Born in the USA', Academy of Management Review, vol. 39, no. 4, pp. 566-566.
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Clegg, S., Flyvbjerg, B. & Haugaard, M. 2014, 'Reflections on phronetic social science: a dialogue between Stewart Clegg, Bent Flyvbjerg and Mark Haugaard', Journal of Political Power, vol. 7, no. 2, pp. 275-306.
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Clegg, S. & Kreiner, K. 2014, 'Fixing concrete: inquiries, responsibility, power and innovation', Construction Management and Economics, vol. 32, no. 3, pp. 262-278.
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Pina e Cunha, M., Clegg, S. & Rego, A. 2014, 'Erratum to Lessons for leaders: Positive organization studies meets Niccolò Machiavelli (Leadership, (2013), 9, 4(450-465), 10.1177/1742715012455355)', Leadership, vol. 10, no. 1, p. 125.
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Alvesson, M. & Sandberg, J. 2014, 'Habitat and Habitus: Boxed-in versus Box-Breaking Research', Organization Studies, vol. 35, no. 7, pp. 967-987.
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Ezzamel, M. & Willmott, H. 2014, 'Registering 'the Ethical' in Organization Theory Formation: Towards the Disclosure of an 'Invisible Force'', Organization Studies, vol. 35, no. 7, pp. 1013-1039.
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Adelstein, J. & Clegg, S.R. 2013, 'And Rewind! Recycling Discourses of Knowledge Work and Knowledge Society', Management and Organizational History, vol. 9, no. 1, pp. 1-23.
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While knowledge work is privileged by contemporary managerial discourse as a principal tenet of the present epoch, this paper examines an earlier knowledge society the Renaissance and argues that the contemporary designation of society as a `knowledge society is neither new nor unique. In contemporary discourse, much as during the Renaissance, institutional authorities sought to control unauthorized knowledge through disciplinary actions. There is also a parallel between the historical conditions that enabled the Renaissance to emerge and those preceding the emergence of a contemporary knowledge society. The paper argues that discourses of knowledge work and knowledge society may be seen as recycled, making what is old seem new again.
Clegg, S., Josserand, E.L., Mehra, A. & Pitsis, T. 2013, 'Call for Papers', Organization Studies, vol. 34, no. 3, pp. 426-428.
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Nikolova, N., Clegg, S.R., Fox, S., Bjørkeng, K. & Pitsis, T.S. 2013, 'Uncertainty Reduction through Everyday Performative Language Work. The Case of Coaching', International Studies of Management & Organization, vol. 43, no. 3, pp. 74-90.
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In this study, we focus on coaching in the context of small and medium-size enterprises in the creative industries. We draw on data collected from five business-coaching organizations over numerous coaching encounters with their clients. Using detailed conversational data drawn from these coaching encounters we analyze the ways in which business coaches practice "active listening" and "reflective questioning" in order to reduce the uncertainties they and their clients face when working together. We show that they do so through the strategy of positioning "performance" as central to their practice. Successful performances depend on the ability to convince clients that one's performance is what it represents itself to be: a performance that is brought off by detailed everyday language work, mimicking the client's language back on to the client. In this way, coaches demonstrate themselves as skilled analysts of everyday life and masters of listening.
Lancione, M. & Clegg, S.R. 2013, 'The chronotopes of change: Actor-networks in a changing Business School', Journal of Change Management, vol. 13, no. 1, pp. 117-142.
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This article investigates how a leading business school is reshaping its identity through a process that includes, but is not limited to, the building of a new facility designed by the Canadian architect Frank Gehry, as well as a major revision of the teaching programmes, ethos and branding. By investigating this process in an actor-network theory fashion, and introducing the notion of chronotope, the article answers three central questions related to the notion of change: How does organizational change happen in the daily life of a project? What gives unity to a chain of small relational changes? How can processual change possibly be managed? Theoretically, the article argues that change emerges in the micro-dynamics of organizing, fragments that are stitched together by macro-dominant narratives, in a constant process of translations that occur between human and non-human actants. The management of change is pursued through a constant micro-politics of network maintenance and enactment.
Clegg, S.R., Cunha, M., Rego, A. & Dias, J. 2013, 'Mundane Objects And The Banality Of Evil: The Sociomateriality Of A Death Camp', Journal of Management Inquiry, vol. 22, no. 3, pp. 325-340.
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In this article, we study one organization that played a pivotal role in the Cambodian genocide of the 1970s: the S-21 extermination center. We analyze, in particular, how processes of sociomateriality in the death camp contributed to create order and normalcy in an extreme and abnormal organization. A more nuanced view of agency ensues from this analysis, one that helps the understanding of how the creation of material spaces critically influences organizing, including the organizing of genocide.
Clegg, S.R. 2013, 'Anyone and Everyone, Potentially: For a Political Philosophy for All Humans, Without Limits', Journal of Political Power, vol. 6, no. 1, pp. 157-164.
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A complex normative political theory for liberalism; an ethnography of a life; reflections on the ontological nature of human being as consciousness, body and being in the world; a defence of the ideology of science as a norm of reason; a critique of identity politics, an opposition to all fundamentalisms; an account of the importance of manners for the civilising process and a reflexive account of being Jewish these are the concerns of this book. Clearly, it ranges far and wide, something that hardly makes it an easy book to review. I shall begin this review with an overview of the themes of the book before entering into a more detailed discussion.
Baunsgaard, V.V. & Clegg, S.R. 2013, ''Walls and Boxes': The Effects of Professional Identity, Power and Rationality on Strategies for Cross-Functional Integration', Organization Studies, vol. 34, no. 9, pp. 1299-1325.
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Small- to medium-sized enterprises (SMEs) are recognized as drivers of economic growth, yet commonly face low innovation and organizational success due to insufficient cross-functional integration. We pose the simple question: what factors hinder cross-functional integration from occurring? We analyse crossfunctional integration at management level by developing the framework of dominant ideological modes of rationality, composing professional identity, power relations and rationalities and through the construct of `members categorization devices (MCDs). The article builds theory from a longitudinal in-depth empirical investigation of `everyday micro-political processes involved in cross-functional integration by drawing on political and ethnomethodological perspectives. It provides novel findings on the dynamics between power relations and cross-functional integration, the influence of `thought worlds of different functions involved in the innovation process, and contributes empirical evidence that professional identity produces power relations and rationality. Implications for theory, method and practice are considered.
e Cunha, M.P., Rego, A., Clegg, S.R. & Neves, P. 2013, 'The Case For Transcendent Followership', Leadership, vol. 9, no. 1, pp. 87-106.
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Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates.
Simpson, A.V., Clegg, S.R. & Pina e Cunha, M. 2013, 'Expressing compassion in the face of crisis: Organizational practices in the aftermath of the Brisbane floods of 2011', Journal of Contingencies and Crisis Management, vol. 21, no. 2, pp. 115-124.
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Compassion is almost universally acknowledged as an important issue in the crisis management literature. The dominant perspective, however, approaches compassion instrumentally. The findings of this study on the compassionate support offered (or not) to employees during and after the Brisbane flood crisis of January 2011 provide insight into crisis management as a continuous process rather than a reactionary response when disaster arises. Three significant policy implications are generated: First, compassionate discourses and categorization schemas should be clearly articulated within the organization before crisis. Second, compassionate policies and practices need to be embedded in ongoing organizational routines and policies. Third, initiatives framed as compassion responses should not be assumed to necessarily create positive outcomes; rather, outcomes should be assessed on an ongoing basis
Smith, S., Winchester, D., Clegg, S.R. & Pang, V.Y. 2013, 'Collaboration as a Strategic Service in Government Online Communities', Journal of Change Management, vol. 14, no. 2, pp. 236-257.
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This study investigates strategic innovation changes designed to facilitate `Collaboration as a Service that were undertaken on information technology platform sites hosting online communities by NSW state government agencies in Australia. The initial platform hosted the Guardianship Tribunal site dealing with people that have disabilities. The second platform involved working groups (WGs). The third platform hosted knowledge resource centre user group sites. A WG focusing on climate change issues that collaborated within and across agencies, as well as with outside organizations was investigated. A feature of the climate change group is that it requires data and collaboration from many agencies with a future-oriented function and duration of 20+ years. Overall, the WGs perform better following the adoption and implementation of collaborative tools resulting in the benefits of there being a single-point document, reduced duplication of information and effort and a design that complements WG operational activities. Lessons were learned from changes in service delivery for the design of face-to-face services that drove pre-implementation factors and assisted change and collaboration in earlier platforms through enhancing later sites features and functionality limiting user resistance. However, the organizational change contributed to enhanced centralization and panopticism of organizational power relations.
Pina e Cunha, M., Clegg, S.R. & Rego, A. 2013, 'Lessons for Leaders: Positive Organization Studies Meets Niccolo Machiavelli', Leadership, vol. 9, no. 4, pp. 450-465.
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Machiavelli should be a central and canonical text for management education, even in the age of positive organizational literatures. We give it this role by considering the case of the virtuous leader. Our proposition is simple: virtuous leaders live and act, like anybody else, in the power circuits that are constitutive of reality. Therefore, they participate in power dynamics that sometimes make them face the need to decide in ways that do not correspond to normative positive precepts. Machiavelli shows that even virtuous leaders must do what needs to be done, while trying to preserve ones values and move in the direction of noble, high purpose goals.
Simpson, A.V., Freeder, D. & Clegg, S.R. 2013, 'Compassion, Power and Organization', Journal of Political Power, vol. 6, no. 3, pp. 385-404.
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In this paper, we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organisational context. We critique those theories of compassion that assume that compassion in organsational contexts is motivated only by a noble intent. The paper draws on a study of organisational responses to the flood that devastated the City of Brisbane Australia on the morning of 11 January 2011. We use a framework of `circuits of power to provide a triple focus on interpersonal, organisational and societal uses of power together with a model of coercive, instrumental and normative organisational power. We present our findings in a framework constructed by overlapping these frameworks. The unique contribution of this paper is to provide a conceptualisation of organisational compassion enmeshed with various modes of power exercised in and by organisations.
Clegg, S.R., Jarvis, W.P. & Pitsis, T.S. 2013, 'Making Strategy Matter: Social Theory, Knowledge Interests and Business Education', Business History, vol. 55, no. 7, pp. 1247-1264.
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The tensions and challenges facing business education frame this paper, which takes a critical look at the historical evolution of business school education in the context of the present conjecture, with a particular emphasis on the role social theory can play in the analysis of strategy and ethics. Flyvbjerg's phronesis and Selznick's sociology are deployed to address the challenges facing business schools and their place in higher education. Kant's moral anthropology opens common grounds to both approaches. Our aim is to provide a platform from which business and university leaders can debate and discuss the current and future role and impact of business school education, particularly focusing on linking and cultivating ethical and strategic capabilities in management and organizational practices.
Orsato, R.J., Clegg, S.R. & Falcão, H. 2013, 'The Political Ecology of Palm Oil Production', Journal of Change Management, vol. 13, no. 4, pp. 444-459.
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The paper analyses the social and environmental issues involved in disputes relating to the sustainability of the palm oil industry. These disputes have been aired in and around the Roundtable on Sustainable Palm Oil. We start by developing a review of types of voluntary environmental initiative or green clubs, as they have also been called, in this context. The study is based on extensive fieldwork in the setting of the disputes (the island of Borneo) and analysis of the different levels in the global value chain of the palm oil industry, including local organizations, the industry structure overall, as well as the local governments of Malaysia and Indonesia. The use of the political ecology framework for the analysis of the palm oil industry contributes not only to the development of a more institutional-power perspective, but also provides solid grounds for the understanding of green clubs an increasingly important type of organization
Clegg, S.R. & Iterson, A. 2013, 'The Effects of Liquefying Place, Time and Organizational Boundaries on Employee Behavior: Lessons of Classical Sociology', M@n@gement, vol. 16, no. 5, pp. 621-635.
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This paper explores how the liquefying of place, time, and organizational boundaries affects social control and self-regulation at the workplace. We address Norbert Eliass civilizing process theory (Elias 2000), and some of the criticism it has evoked, to explore the effects of both physical proximity and distance on control and behavior in work organizations. We hold that the theory still has relevance for contemporary organization and management theory with roots in the more classical traditions of the sociological discipline. Assuming that physical proximity at work is decreasing because of increased telework, the geographical spread of firms, and growing interorganizational collaboration, there is much to be gained by maintaining classical perspectives.
Beriwal, M., Clegg, S.R., Collopy, F., McDaniel, R., Morgan, G., Sutcliffe, K., Kaufman, R., Marker, A. & Selwyn, N. 2013, 'Organizational Science', Educational Technology, vol. 53, no. 5, pp. 42-52.
Pina e Cunha, M., Clegg, S.R., Rego, A. & Story, J. 2013, 'From the Physics of Change to Realpolitik: Improvisational Relations of Power and Resistance', Journal of Change Management, vol. 13, no. 4, pp. 460-476.
De Matos, J.A. & Clegg, S.R. 2013, 'Sustainability and Organizational Change', Journal of Change Management, vol. 13, no. 4, pp. 382-386.
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Jarzabkowski, P., Le, J.K. & Van de Ven, A.H. 2013, 'Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve', Strategic Organization, vol. 11, no. 3, pp. 245-280.
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Clegg, S., Josserand, E., Mehra, A. & Pitsis, T. 2013, 'Organization Studies: Call for Papers Special Issue on 'The transformative and innovative power of network dynamics'', Organization Studies, vol. 34, no. 6, pp. 864-866.
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Courpasson, D., Dany, F. & Clegg, S.R. 2012, 'Resisters At Work: Generating Productive Resistance In The Workplace', Organization Science, vol. 23, no. 3, pp. 801-819.
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Research has recognized the transformative dimension of resistance in the workplace. Yet resistance is still seen as an adversarial and antagonistic process that management can accept or reject; thus, understanding how resistance can actually influence w
Johnston, J. & Clegg, S.R. 2012, 'Legitimate Sovereignty and Contested Authority in Public Management Organization and Disorganization: Barangaroo and the Grand Strategic Vision for Sydney as a Globalizing City', Journal of Change Management, vol. 12, no. 3, pp. 279-299.
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This article takes an interpretive view of what `public management implies in the context of the strategies and processes involved in major infrastructure development, in this case, of prime harbourside public land, now known as Barangaroo, in the centre of the city of Sydney, New South Wales (NSW), Australia. This development, in part, is meant to position Sydney as a globalizing city, at the centre of financial services in the Asia Pacific region. The article uses Clegg's ideas of `circuits of power to develop an analytical framework and employs a qualitative, case study approach based on a wide range of documents and media reports in the public domain. It addresses the processes of public management in the Barangaroo development, focusing on strategic agenda setting and leadership; organizing by rules; contract relations; no-cost-to government policy; organizing by precedent, especially those embedded in institutional responsibilities and responses; and stakeholder management. It demonstrates that at each stage in the process these have been characterized less by the rhetoric of public management and more by a disorganization of this rhetoric by a complex politics flowing through distinct circuits of power. The critical finding is that public management in the context of a large economic infrastructure development, especially when government is attempting to position a city globally, is far more complex and political than the prevailing rhetoric of the New Public Management, of considered rationality, would suggest
Deroy, X. & Clegg, S.R. 2012, 'Contesting the Champs-Elysees', Journal of Change Management, vol. 12, no. 3, pp. 355-373.
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World-renowned urban places struggle to retain the qualities that made them famous as the fabric of the city changes. Often their specific charms and qualities, indeed, their identity, are threatened by organization changes in the urban environment. This article shows how the `Champs-Elysées is fragmenting into anonymous subspaces that raise the risk of it becoming a non-place. We show the role of a specific institutional influence, the Comité des Champs-Elysées, which seeks to preserve the site despite the heterogeneity of its members. Two strategies emerge from their actions: deceleration of the flows of people is sought to slow and channel people on the Avenue within a modernized iconic space, while the constitution of events seeks to combine different sights and make them coexist together as a mosaic of experiences. The article concludes by showing the limits of influence of regulation that leaves the future of the space undetermined.
Clegg, S.R., Pina e Cunha, M. & Rego, A. 2012, 'The Theory and Practice of Utopia in a Total Institution: The Pineapple Panopticon', Organization Studies, vol. 33, no. 12, pp. 1735-1757.
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Genocide has been a constant presence in the history of humanity throughout the ages. Recently, calls to study the organization of genocide and genocidal organizations have been increasing. In this paper we study the functioning of the S-21 extermination camp, an instrument of Ângkar, `The Organization, which imposed genocide on the Cambodian people in the 1970s. We analyse the conditions that enable the organization of genocide, showing that three pillars seem to play essential roles: a utopian vision; support of this vision by total institutional spaces, and the control commitments of the people caught in the utopian vortex. Genocide appears as a potential outcome of the particular type of organization combining these three processes.
Bronnmark, M. & Benn, S.H. 2012, 'A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes', Journal of Change Management, vol. 12, no. 2, pp. 231-245.
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Many studies report that it is difficult to sustain change. This article focuses on how an organization can initiate and sustain a continuous change process. A theoretical model is proposed as a fusion of two previous models for evaluating the sustainability of a change programme; the first is based on analysing stakeholder interest balance as a prerequisite for organizational sustainability, the second on analysing the design of the implementation, indicating whether long-term effects will be achieved. It is argued that the combination of these factors provides a more comprehensive perspective, since it allows us to evaluate both the `form and the `direction of the programme. To assess stakeholder interest balance, the goal for the change programme is analysed, utilizing the broad stakeholder interest balance perspective. To assess the design of the implementation, four preconditions for long-term effects should be analysed: management's ownership of the change initiative, professional steering, competent leadership and participation. Reference is given to the management concept Lean Production, which is claimed to engage the organization in continuous change. Application of the model highlights the mismatch between narrowly focused change programmes such as Lean Production and sustainable change.
Pina e Cunha, M., Clegg, S.R., Rego, A. & Lancione, M. 2012, 'The Organization (Angkar) as a State of Exception: The Case of the S-21 Extermination Camp, Phnom Phen', Journal of Political Power, vol. 5, no. 2, pp. 279-299.
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Organization theory, Clegg pointed out, has failed to address the role of organizations in some of the crimes of/against humanity, suggesting that more attention should be given to the case of total institutions. With this paper we respond to Cleggs invitation and study the S-21 extermination camp, in Phnom Penh, Cambodia. We do so by engaging with the work of the Italian philosopher Giorgio Agamben, with the aim of investigating the organizational patterns that constitute the camp as a `State of Exception. Doing so shows us how organizations can become malign forces for evil. We explore the implications of this case for more general `Kafkaesque organization, that sometimes reproduce, in more benign forms, many of the practices found at S-21
Baunsgaard, V.V. & Clegg, S.R. 2012, 'Dominant Ideological Modes of Rationality: Organizations as Arenas of Struggle Over Members' Categorization Devices', Research in the Sociology of Organizations, vol. 34, pp. 199-232.
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This chapter explores dominant ideologies theoretically in Gil organizational selling. A framework is developed to advance our understanding 0/ how 'dominant ideological modes 0/ rationality' reflect predictability through the reproduction of accepted truths, hence social order in organization. Dominant ideological modes of rationality constitute professional identity, power relations, and rationality andframe prevailing mentalities and social practices in organization. It is suggested that members' categorization devices structure and constrain social practices. Supplementing the existent power literature, the chapter concludes that professional identity produces rationality. power and truth - truth being the overarching concept assembled through the rationalities assembled in
Bardon, T., Clegg, S.R. & Josserand, E.L. 2012, 'Exploring identity construction from a critical management perspective: A research agenda', M@n@gement, vol. 15, no. 4, pp. 350-366.
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In contemporary western society, questions of identity concerning who am I? and how should I act? (Alvesson, 2000: 1105) are now a central concern in peoples lives. Indeed, the western, liquidly modern context (Bauman 2000; 2001; 2003; 2005; Bauman & Haugaard 2008; Bauman & Tester 2001) is characterized, precisely, by absences: the loss of traditional sources of authority, such as family, union, or religion, foundations that used to provide individuals with a collective sense of belonging around commonly taken-for-granted bases of identification (Collinson, 2003). The absent spaces are now occupied by a multitude of ephemeral bases of identification that blur old dualisms such as capital and labour, man and woman, married or single. Culturally tribal fashionable codes of speaking, dressing, playing, and so forth, mostly grounded in consumption rather than production, increasingly provide experiences of belonging. In such a fragmented context, constructing a distinctive identity becomes a constantly shifting project (Knights & Willmott, 1989; Giddens, 1991; McAdams, 1996). Consequently, individuals tend now to problematize identity through projects of the self more likely undertaken at an individual or group level rather than as a part of an organized collective process that is automatically reproduced.
Boersma, K. & Clegg, S.R. 2012, 'Strategies for Conceptualizing, Organizing and Managing Resilience in the Globalizing City', Journal of Change Management, vol. 12, no. 3, pp. 273-277.
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This Special Issue of Journal of Change Management addresses the idea that the development of a society of organizations (Perrow, 1991) is inextricably linked to an increasing prominence of the city. Cities gain their character as much from the organizations that are found in them as from the people who flow through the cityscape. Most significant organizations are embedded in major urban spaces and, even where they are located in more rural settings, they become major agents of change. More than 50% of all people already live in cities. Cities are thus complex sites in which are constituted the organizing and disorganizing of the everyday lives and (mis)fortunes of half the world's population. Future scenarios suggest that in the next 50 years the number of people living in cities will increase up to 75%, with most living in mega-cities of more than 20 million (Burdett and Sudjic, 2008). The city is increasingly the crucible of change in which organizations organize and are contested, where social movements articulate resistance and mobilize, where public policy issues are hammered out, agendas set and issues defined, where governance approaches are tried and tested, where businesses form networks, innovation occurs and ideas circulate with increasing velocity.
Courpasson, D. & Clegg, S.R. 2012, 'The Polyarchic Bureaucracy: Cooperative Resistance In The Workplace And The Construction Of A New Political Structure Of Organizations', Research in the Sociology of Organizations, vol. 34, no. 1, pp. 55-79.
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Many bureaucracies still exist, and not just in the public sector. Increasingly, however, we would argue that they are more likely to evolve towards polyarchic forms because of the growing centrality of stakeholder resistance, especially that which is premised on empowerment of key employees. We suggest that managerial responses to this resistance are transforming bureaucracies through process of accommodation: upper echelon managers invent responses to contentious acts and voices so as to reintegrate 'resisters' while rewarding them for contesting decisions in a cooperative way. Understanding these processes help us understand why traditional bureaucracy is currently transforming itself as a resuit of the emergence of new forms of resistance in the workplace.
Clegg, S.R. & Gordon, R.D. 2012, 'Accounting for Ethics in Action: Problems with Localised Constructions of Legitimacy', Financial and Accountability Management, vol. 28, no. 4, pp. 417-436.
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Socially constituted systems of order emanate from tacit interaction. While they are reflected in an organization's culture, they do not necessarily align with the organization's authorised rules and codes of conduct. Such misalignment renders legitimacy in organizations problematic. The paper explores the relation between power and legitimacy by showing how such systems of order recursively establish, and are established by, forms of legitimacy that may not be formalised. Empirically, such forms of legitimacy thwarted a police organization's attempt to reform. Theoretically, an understanding of organizational change is connected to the relationship between power and legitimacy. The paper provides insights into how power influences the social construction of legitimacy within the context of public organizations.
Chau, V.S., Thomas, H., Clegg, S. & Leung, A.S.M. 2012, 'Managing Performance in Global Crisis', British Journal of Management, vol. 23, pp. S1-S5.
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Clegg, S.R. 2012, 'The End of Bureaucracy?', Research in the Sociology of Organizations, vol. 35, pp. 59-84.
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Bureaucracy is under attack and has been for some time, specially these past 30 years. This chapter will outline the specific qualities of bureaucracy, the challenges to it that different critics have posed and the possible futures of bureaucracy that are being imagined. In the 1980s, as a key part of an extremely liberal and influential critique of bureaucracy, new imaginings of how to organize corporations and public sector organizations began to emerge. By the late 1990s these had morphed into a view of the network or hybrid organization as the way of the future. The chapter will suggest that the global future of bureaucracy is not as simple as some of these criticisms suggest when they see it left behind in the emergence of innovative new forms. Instead, it is suggested, there is a spatial disaggregation of organizations occurring that heralds some unsettling new futures of organizations emerging
Bardon, T., Clegg, S. & Josserand, E. 2012, 'Exploring identity construction from a critical management perspective: A research agenda', Management (France), vol. 15, no. 4, pp. 350-366.
Helin, S., Jensen, T., Sandstrom, J. & Clegg, S.R. 2011, 'On The Dark Side of Codes: Domination Not Enlightenment', Scandinavian Journal of Management, vol. 27, no. 1, pp. 24-33.
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In this paper, we show how a middle manager interprets the action of two employees as problematic and how he solves it by using the company's code of ethics as the basis for firing them. Our telling of the story unmasks a darker side of codes and we conceptualize it in terms of power and domination. The paper contributes to the literature on corporate codes of ethics (CCEs) and corporate ethics programs by showing that such codes need not necessarily play an enabling role in organizations. Rather than being instruments of enlightenment and self-regulation, they may be used as instruments to further domination.
Deroy, X. & Clegg, S.R. 2011, 'When Events Interact with Business Ethics', Organization, vol. 18, no. 5, pp. 637-653.
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The article analyses the dynamics of the interaction between events and business ethics within organizations. Events comprise those unpredictable things that happen. When they do, organizationally embedded managers will be responsible for making sense of these events. By being responsible, they are enacting ethics in the choices that they make for dealing with them. Events always raise ethical considerations because they are non-routine rather than a strict repetition of existing repertoires. Under certain circumstances, which we illustrate with a theory of the event, drawing on the work of Gilles Deleuze, we are able to investigate the de/institutionalizing of ethics theoretically. We draw on the new economic sociology to discuss the conditions of ethical and event de/institutionalization. Finally, we conceptualize the linkage between micro and macro dimensions framing the dynamics of business ethics in interaction with events.
e Cunha, M.P., Kamoche, K. & Clegg, S.R. 2011, 'Improvisation as 'Real Time Foresight'', Futures, vol. 44, no. 3, pp. 265-272.
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Kornberger, M.M. & Clegg, S.R. 2011, 'Strategy as performative practice: The case study of Sydney 2030', Strategic Organization, vol. 9, no. 2, pp. 136-162.
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This article focuses on the relation between strategy-as-practice and its power effects in the context of a strategy project (Sustainable Sydney 2030) undertaken by the City of Sydney. The following three interrelated questions guided the enquiry: How is strategy practised? What knowledge is it based upon? And what are its power effects? Based on a detailed empirical analysis of the strategy-making process, the article charts how strategy rendered the city knowable and how performative effects of strategizing mobilized the public and legitimized outcomes of the process while silencing other voices. The articles theoretical contribution is threefold: first, it shows that strategizing is performative, constituting its subjects and shaping its objects; second, that strategizing has to be understood as aesthetic performance whose power resides in the simultaneous representation of facts (traditionally the domain of science) and values (the realm of politics); third, and consequently, that strategy is a sociopolitical practice that aims at mobilizing people, marshalling political will and legitimizing decisions. The article concludes with reflections on five practical implications of the study.
Carter, C., Clegg, S.R. & Wahlin, N. 2011, 'When Science Meets Strategic Realpolitik: The Case Of The Copenhagen Un Climate Change Summit', Critical Perspectives on Accounting, vol. 22, no. 7, pp. 682-697.
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This paper argues that the impasse over tackling climate change at the 2009 climate change summit is a result of the outcome of the prevailing power and politics at the summit. The paper discusses the sociological literature on power and notes that the f
e Cunha, M.P., Rego, A. & Clegg, S.R. 2011, 'Pot, Alias Brother Number One: Leaders As Instruments Of History', Management and Organizational History, vol. 6, no. 3, pp. 268-286.
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Pol Pot is one twentieth century leader with a specific place in history as the orchestrator of one of that century's many significant genocides. As the commander of the deadly Khmer Rouge, he orchestrated the genocide perpetrated in Cambodia between 197
Pina e Cunha, M., Rego, A. & Clegg, S.R. 2011, 'Beyond addiction: Hierarchy and other ways of getting strategy done', European Management Journal, vol. 29, no. 6, pp. 491-503.
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Hierarchy is habitually presented as the right organizational infrastructure through which to deploy and achieve strategy. We analyze the strategy process, specifically the strategy/execution debate, from the perspective of hierarchy, and contrast the hierarchical mode where top management dominates by separating strategy/ formulation and execution with three alternative modes where the power circuits of strategy extend beyond the managerial elite and are shared by several strategic agents. These three possibilities are: (1) the porous hierarchical mode, in which the hierarchs/higher-ups transfer part of the power for shaping and informing the strategy to the base of the organization; (2) the distributed mode, in which the hierarchs have no direct influence but rather indirect moral authority over execution, and (3) the strategy as simple rules mode, in which strategy/execution is taken as a single iterative process where strategy evolves on the basis of a minimal structure that facilitates strategic interaction and prevents hierarchical control from stifling adaptation.
Kornberger, M.M., Kreiner, K. & Clegg, S.R. 2011, 'The value of style in architectural practice', Culture and Organization, vol. 17, no. 2, pp. 139-153.
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To date, organization theory's attempts to understand architecture firms have focused by and large on debates about increasing managerialization and economization of the profession. This paper suggests an alternative approach by conceptualizing architecture as practice that does not adhere only to a narrow economic logic of value creation but also focuses on the production of aesthetic value. We will introduce the concept of style to understand how architecture practice routinely breaks routines and follows the rule of rule breaking. We will analyze architecture practice as a form of organized heresy - a hegemonic engine for the production of difference. In order to illustrate our points we will draw on qualitative empirical fieldwork with an architecture firm (synonym Earth Architects).
Clegg, S., Dany, F. & Grey, C. 2011, 'Introduction to the special issue critical management studies and managerial education: New contexts? New agenda?', Management, vol. 14, no. 5, pp. 271-279.
Clegg, S.R. 2010, 'Talking heads: Interview with Professor Stewart Clegg', Journal of Corporate Real Estate, vol. 11, no. 2.
http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=NonArticle&Filename=Published/NonArticle/Articles/31211baf.001.html
Clegg, S.R. 2010, 'A Titular Misnomer and a Degree of Analytic Error', Australian Review of Public Affairs, vol. March.
(hard cover) RRP $45.95.Australian Review of Public Affairs, March, http://www.australianreview.net/
Cunha, M.P., Clegg, S.R. & Mendonca, S. 2010, 'On serendipity and organising', European Management Journal, vol. 28, no. 5, pp. 319-330.
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Serendipity means the accidental discovery of something valuable. While it is sometimes presented as an element of organizational learning, it has rarely been addressed per se by organizational scholars. We discuss and elaborate the processes associated with serendipity in the organizational context. At its core, serendipity is a process of metaphorical association seeing something in another thing. New ways of seeing may provide the necessary ingredients for creativity and exploratory learning, which will counter organizational tendencies towards inertia and the ossification of dominant mindsets and practices.
Rhodes, C.H., Pullen, A. & Clegg, S.R. 2010, ''If i should fall from grace...': Stories of Change and Organizational Ethics', Journal of Business Ethics, vol. 91, no. 4, pp. 457-614.
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Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeurs theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally, we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational change is antithetical to the openness required for ethical questioning.
Pina e Cunha, M., Clegg, S.R. & Rego, A. 2010, 'An essay on archaic postmodernity: The case of Portugal', Management Research, vol. 7, no. 3, pp. 191-201.
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In this paper, some peculiarities of a Southern European country are made explicit, namely, how the attraction of new, "global," management practices combines with deeply persistent, thus traditional, ways of imagining organization. The dominant Anglo-Saxon and Protestant models of management may not be fully adequate to characterize management and organization in the Latin Catholic countries of the south, or those postcolonial societies that they inscribed in Latin America. We present an interpretation of why what are glossed by moderns as dysfunctional management practices persist, sometimes despite their recognized inadequacy. The contributions advanced here may thus be relevant to researchers interested in the route of transition from closed to open societies and who are concerned that all models need to be appreciated in context.
Carter, C., Clegg, S.R. & Kornberger, M.M. 2010, 'Re-framing strategy: Power, politics and accounting', Accounting, Auditing and Accountability Journal, vol. 23, no. 5, pp. 573-594.
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Purpose: This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a sociologically informed perspective. Moreover, it aims to make a case for a critically informed, interdisciplinary approach to studying strategy. Design/methodology/approach: The paper provides an overview to studying strategy critically. It is a theoretically informed paper. Findings: The findings can be summarised as: first, strategy emerged as a major discipline in the 1970s; second, as a body of knowledge strategy has remained close to its industrial economics origins; and third, an agenda for the sociological study of strategy revolving around concerns of performativity and power is outlined. Originality/value: The paper offers a sociologically informed account of strategy.
Clegg, S.R. 2010, 'Organization Studies: Narrative and Reality', e Innovacion, vol. 5, no. 56, pp. 88-98.
McKinlay, A., Carter, C., Pezet, E. & Clegg, S.R. 2010, 'Using Foucault to Make Strategy', Accounting, Auditing and Accountability Journal, vol. 28, no. 8, pp. 1012-1031.
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Purpose - The premise of the paper is that Foucault's concept of governmentality has important but unacknowledged implications for understanding strategy. Highlighting the strengths and weaknesses of the governmentality approach, the paper seeks to suggest how governmentality can be used to conceptualise strategy. More generally, the paper seeks to contribute to the body of research on governmentality articulated by authors such as Peter Miller, Ted O'Leary and Nikolas Rose. Design/methodology/approach The paper reprises the argument that accounting is constitutive of social relations. It proceeds to discuss Peter Miller, Ted O'Leary and Nikolas Rose's seminal contributions to the conceptual development of governmentality. In outlining their work, the paper highlights the significance accorded to the emergence of standard costing and scientific management and its subsequent role in developing both the strategies and structures of managerial capitalism. The paper examines how this, in turn, was pivotal to the emergence of strategy as an important means through which organisations began to understand and conceive of themselves. The paper rehearses the standard criticisms made of governmentality within the accounting literature, before arguing that the concept emerges intact from the critique levelled against it. Proceeding to summarise Foucault's radical conception of power, the paper notes the elusiveness of Foucault's relationship with strategy. Elaborating on the nature of governmentality, the paper employs the concept to re-examine the managerial revolution. The objective is to explore its implications for understanding strategy.
Pina e Cunha, M., Rego, A. & Clegg, S.R. 2010, 'Obedience and Evil: From Milgram and Kampuchea to Normal Organizations', Journal of Business Ethics, vol. 97, no. 2, pp. 291-309.
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Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge regime created an army of unquestioningly obedient soldiers including child soldiers. Based on these two cases, we advance a framework on how obedience can be grown or countered.
Pina e Cunha, M., Guimaraes-Costa, N., Rego, A. & Clegg, S.R. 2010, 'Leading and following (un)ethically in Limen', Journal of Business Ethics, vol. 97, no. 2, pp. 189-206.
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We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them.
Clegg, S.R. 2010, 'The State, Power, And Agency: Missing In Action In Institutional Theory?', Journal of Management Inquiry, vol. 19, no. 1, pp. 4-13.
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Issue is taken with the relative absence of the analysis of power from many leading institutional theory accounts of organizations. The category of institutional entrepreneurs is seen as a functionalist theory-saving device. The stress on norms, myths, a
Rhodes, C.H., Pullen, A. & Clegg, S.R. 2010, 'If I Should Fall From Grace...': Stories Of Change And Organizational Ethics', Journal Of Business Ethics, vol. 91, no. 4, pp. 535-551.
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Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addr
Brown, A., Kornberger, M.M., Clegg, S.R. & Carter, C. 2010, 'The 'Invisible walls' and 'Silent hierarchies': A case study of power relations in an architecture firm', Human Relations, vol. 63, no. 4, pp. 525-549.
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In this article we investigate how power relates to the production of creative identities and outcomes. We report on an in-depth case study of an award-winning creative architecture firm. Our data show how talk about creativity and the creative identities of architects can be analysed as effects of power. Theoretically, our study represents an investigation into the disciplining of professional architects discourse about their selves, their organization, and their work. This article adds to debates on creative industries, demonstrating that creativity is deeply embedded in organizationally based relations of power.
van Marrewijk, A., Veenswijk, M. & Clegg, S.R. 2010, 'Organizing reflexivity in designed change: The ethnoventionist approach', Journal of Organizational Change Management, vol. 23, no. 3, pp. 212-229.
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Purpose The purpose of this paper is to reflect upon the role of intervention-oriented scientists in the process of organisation development. The paper seeks to contribute to the growing interest in design studies for organisation development and argues that a focus on reflexivity is missing in current debate. The aim of the paper to develop critical reflexiveness for organization design studies by introducing the ethnoventionist approach. Design/methodology/approach The paper discusses the ideal forms of clinical inquiry, participative action research, ethnography, and the ethnoventionist approach. The ethnoventionist approach is described by its central aspects: a focus on reflexivity, a management (but not managerialist) orientation, commitment to obtaining a deep understanding, connecting the multi-layered context, and studying in pre-arranged longitudinal intervals. Findings The ethnoventionist approach uses organisational ethnographies to facilitate intervention strategies intended to improve organisations. An example of such an approach in the design of new collaborative practices in the Dutch construction sector is drawn on.
Clegg, S.R. & Baumeler, C. 2010, 'Essai: From Iron Cages to Liquid Modernity in Organization Analysis', Organization Studies, vol. 31, no. 12, pp. 1713-1733.
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Historically, the metaphor of the iron cage, as a key component of Webers sociological imagination, has played a central role in organization studies. It did so both in its initial role in the sociology of bureaucracy and in its reinterpretation in institutional terms. More recently, there have been claims that the metaphors should change. The implications of this for the analysis of organization are the subject of this paper. To address these changes, we draw on debates that have been current in the sociology of consumption, where there is an emergent consensus that there has been a shift to an increasingly liquid modernity. We ask, what are the implications of liquid modernity when viewed not solely in the sphere of consumption but when we shift focus back to the sphere of production to organizations?
Gustavs, J.L. & Clegg, S.R. 2010, 'Dna And The Politics Of Truth In Socially Organized Life', European Journal Of Cultural Studies, vol. 13, no. 4, pp. 439-458.
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We apply a representation of the double helix to explain how truth is managed in the social organization of life. One chain, representing context, is made up of the three materialities through which we move - discourses, time and space.
Rhodes, C.H., Pullen, A., Vickers, M.H., Clegg, S.R. & Pitsis, A. 2010, 'Violence and workplace bullying: What are an organization's ethical responsiblities?', Administrative Theory & Praxis, vol. 32, no. 1, pp. 96-115.
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Understood as an act of violence intentionally perpetuated by one person over another, bullying is a direct affront to ethics, especially when ethics is seen to be grounded in a primary relationship with and responsibility for other people. Existing research has attended largely to providing individualized rather than organizational explanations of bullying and has not adequately interrogated bullying in relation to ethics. With this paper, we address the question What are organizations ethical responsibilities in responding to the bullying that occurs within them? We argue that although organizations cannot necessarily be held responsible for individual acts of bullying, they can be held responsible for asserting constant vigilance that seeks to address and minimize the presence of such acts. We call for organizations to act, not just to prevent or censure individual acts of bullying, but also to engage in an ongoing and active self-critique of all of their practices insofar as they support the institutionalization and normalization of bullying relationships.
Clegg, S.R. & Bier, C.A. 2010, 'Ethics and power in business schools and organizations', The Journal of Power, vol. 3, no. 2, pp. 227-242.
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The history of the business school as an institution stretches back 127 years to its foundations in the Wharton School in Philadelphia. Initially, it was an explicitly ethical project, centred on an ethic of professionalism, an ethics that was never stabilized and settled. Instead, a managerial ethic of the organization man was established in the USA during the post-war ascendancy and mimesis of the institution. From the 1980s onwards, in a response to the emergence of neo-liberal governmental projects, two strong and antithetical tendencies emerged. On the one hand, there was an enormous growth in economic rationalism organized around market fundamentalism. On the other hand, there was a growth of critical management, initially Marxist in derivation but increasingly Foucauldian. Just as labour process analysis seemed to run out of steam with endless empirical accounts of resistance so the Foucault effect seems to have become fixated with the gaze of surveillance and the panopticon. What next, after the ethic of the organization man and the administered society, the ethic of disinterest of science, the ethic of the survival of the fittest of neo-liberalism and the ethic of resistance characterizing critical management? The paper outlines some ideas from the Portuguese sociologist Boaventura de Sousa Santos to suggest a possible `fifth way of building more positive power relations in the business school and thus rekindling an ethical spark.
Bjørkeng, K. & Clegg, S.R. 2010, 'Becoming DragonBankers: Constructing practice through processes of socially situated learning', Society and Business Review, vol. 5, no. 1, pp. 48-65.
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Purpose The purpose of this paper is to explore organizational induction as socially situated learning processes. It presents an empirical study of inductees going through an induction program in a medium sized bank and discusses their induction as a dual process of becoming a practitioner and constructing practice. Design/methodology/approach The research performed is qualitative: ethnographic methods including participant observation and interviews are used, and analysed through an interpretative methodology. Findings The paper suggests that the divide between the teaching curricula in the induction course and the learning curricula in real life banking contribute to the inductees ability and desire to engage in the construction of customer service officer practice; the divide itself legitimizes differences in particularities of the practice, and enhances the inductees ability to enact, accomplish, and construct practice actively. Research limitations/implications The paper suggests induction should be viewed as opportunities for organizational learning as much as the training of newcomers to adhere to organizational standards. Originality/value The paper presents a novel empirical case exploring socially situated learning. Looking at the confluence of authoring and performative acts allows us to expose the agentic dimension of practices; thus emphasising the construction involved in any practising.
Clegg, S.R. & Starbuck, W.H. 2009, 'Unplugged: Can we still fix M@n@gement? The narrow path towards a brighter future in organizing practices', M@n@gement, vol. 12, no. 5, pp. 332-359.
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While global warming stimulates debate on how to make organizations greener, the overheating of the world economy urges us to reconsider the ways in which we conceive management and organizing practices both as researchers and teachers. Exploitation as we know it may be behind us, but does this entail ideating a revolution to prepare a brighter future? Or are we simply facing a time of evolution? To put it more simply: is it time to unplug an overheating system and start from scratch, or can we still fix management and organizing practices? The path between an abstract scientism disconnected from reality and our subjection to short-term managerial interests is a narrow one. Both criticisms offer insight into our responsibility as researchers and teachers in the world as it is today. They can help us to redefine our connection with managerial practices and define the path we can follow to play a part in securing a brighter future.
Bjorkeng, K., Clegg, S.R. & Pitsis, T.S. 2009, 'Becoming (a) practice', Management Learning, vol. 40, no. 2, pp. 145-159.
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This article presents findings from longitudinal ethnographic research of a mega-project alliance. For five years we followed the leadership team of a large Australian Alliance Program made up of a large public and several private organizations, analyzing 'practice' as novel patterns of interaction developed into predictable arrays of activities, changing and transforming while at the same time continuing to be referred to as 'the same'. In this article we focus on three such arrays of activities: authoring boundaries, negotiating competencies and adapting materiality. We suggest that these are essential mechanisms in becoming a practice. While most studies of practice deal with already established practices, the significance of our research is that we develop a notion of practice as it unfolds. In this way we can provide a better account of the constant change inherent in practices.
Clegg, S.R., Kornberger, M.M. & Gordon, R.D. 2009, 'Power, Rationality and Legitimacy in Public Organizations', Public Administration an international quarterly, vol. 87, no. 1, pp. 15-34.
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In this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.
Gordon, R.D., Clegg, S.R. & Kornberger, M.M. 2009, 'Embedded Ethics: Discourse and Power in the New South Wales Police Service', Organization Studies, vol. 30, no. 1, pp. 73-99.
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In this paper we report an ethnographic research study conducted in one of the world's largest police organizations, the New South Wales Police Service. Our research question was, `How do forms of power shape organizational members' ethical practices?' We look at existing theories that propose the deployment of two interrelated arguments: that ethics are embedded in organizational practices and discourse at a micro-level of everyday organizational life, which is contrasted with a focus on the macro-organizational, institutional forces that are seen to have an impact on ethics. Resisting this distinction between the `micro' and the `macro', we build on these two bodies of knowledge to explain ethical change as deeply embedded in power relations that traverse the scale of social action.
Clegg, S.R. 2009, 'The foundations of organization power', The Journal of Power, vol. 2, no. 1, pp. 35-64.
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I shall argue that the foundations of organization power were laid down in practice through theories of power - in the sense that they sought to explain power - but through quite pragmatic practices that were not necessarily regarded as embodying a theory of power, which I shall maintain they most assuredly did. Thus, in a second move, I shall argue that while these practices began with a focus on the body of the employee they moved on to consider their consciousness and soul. Third, I shall briefly consider the main themes in organization theories' treatment of power, organized around notions of system rationality and uncertainty. These have an implicit idealism attached to them, I shall suggest. Fourth, I shall switch focus to the broader canvass of social theory in the post-war era and suggest that this has also displayed a strongly idealist streak, focusing especially on the celebrated structuralist account of power as a matter of layered dimension that Steven Lukes (1974, 2005) produced. Fifth, I shall contrast the idealism of this approach with a more pragmatic conception of power, one that can be found in the perspectives with which I opened the paper, perspectives that derive from more Foucauldian-influenced currents of contemporary social theory. Drawing on these, I will suggest a different way of understanding Lukes' radical third dimension of power as a means of organizing and rationalizing innovations in power relations, drawing on the literature of the 'dominant ideology thesis' (Abercrombie et al. 1980) to do so. Finally, I shall suggest switching from the structuralist metaphors of dimensions to an imagery of flows as a more appropriate model for understanding power relations.
Clegg, S.R. 2009, 'Bueaucracy, the Holocaust and Techniques of Power at Work', Management Revue, vol. 20, no. 4, pp. 326-347.
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The generational properties of organization theory are an increasing topic for analysis, usually in terms of what is addressed and how it is addressed. Some writers have alerted us to the importance of those social issues that are not addressed. Combining the idea of generational scholarship with the idea of those non-issues that remain unaddressed, this paper highlights how some of the events of the Second World War, which authorities agree was a generational defining and demarcating experience, have been neglected in organization theory. Nowhere is this more clearly demonstrated than in the Holocaust. Strangely, this practical experiment in organizational design and practice seems to have elided almost all interest by organization theorists, whether functionalist or critical. The paper addresses this elision and draws on the work of Goffman, Foucault and Bauman to address the very material conditions of organizational power and raise some ethical issues about the commitments of organization scholars.
Peci, A., Vieira, M. & Clegg, S.R. 2009, 'Power, Discursive Practices and the Construction of the 'real'', Electronic Journal of Knowledge Management, vol. 7, no. 3, pp. 377-386.
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Starting with a critique of the epistemological and ontological bases of neo-institutionalism, in this article we defend the potential for the application of post-structuralist perspectives to the institutional approach. We contend that this theoretical approach, which incorporates an element, traditionally overlooked in institutional analyses, namely power, has the advantage of contributing to an enhanced comprehension of the dynamics of institutionalization. In conclusion, we believe that the area of organizational studies would benefit by a more all-encompassing vision of the processes of institutionalization, which would include power at its core, instead of considering institutions as non-changing variables. Undoubtedly, if we take empirical research into consideration, what we need is, from a historical perspective, understand the way by which the main discourses or narratives constitute, transform and are transformed by our objects of investigation, among which organizations certainly occupy a central place.
Clegg, S.R. 2009, 'Bureaucracy, the Holocaust and Techniques of Power at Work', Management Revue, vol. 20, no. 4, pp. 326-347.
e Cunha, M.P., Clegg, S.R. & Rego, A. 2009, 'Archaic Modernity: The Case of Portugal', Management Research, vol. 7, no. 3, pp. 191-201.
Clegg, S.R. & Iterson, A. 2009, ''Dishing the dirt': Gossiping in organizations', Culture and Organization, vol. 15, no. 3-4, pp. 275-289.
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In an exercise in social theory, rather than an empirical investigation, we concentrate on the role of gossip - spreading 'news about the affairs of another' - in relation to the dynamics of power in organizations. Gossip has often been seen in functional terms, as both positive and negative for the organization. In this paper we challenge this functionalist approach. Gossip can be associated with what Freud called the narcissism of minor differences: the gossipers tend not to be too dissimilar from those gossiped about in terms of proximity. Propinquity may increase the animosity of gossip. We see formal organization as a self-regulating system that constantly refines its boundaries, and gossip is the dirt that trickles in and out of these boundaries, illegitimate, formally disdained and often destructive. The writer who has done most to encourage and clarify thinking about the nature of dirt is Mary Douglas, the anthropologist, especially her notion of expressive pollution. The paper concludes with some implications for ethics in practice viewed through power relations.
Clegg, S.R. & Starbuck, W.H. 2009, 'Can we still fix M@n@gement? The narrow path towards a brighter future in organizing practices', Management, vol. 12, no. 5, pp. 332-359.
van Marrewijk, A., Clegg, S.R., Pitsis, T.S. & Veenswijk, M. 2008, 'Managing public-private megaprojects: paradoxes, complexity, and project design', International Journal of Project Management, vol. 26, no. 6, pp. 591-600.
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Recent studies show that despite their growing popularity, megaprojects large-scale, complex projects delivered through various partnerships between public and private organisations often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoretically-grounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater or lesser extent.
Carter, C., Clegg, S.R. & Kornberger, M.M. 2008, 'Strategy as practice?', Strategic Organization, vol. 6, no. 1, pp. 83-99.
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Strategy is supposed to lead an organization through changes and shifts to secure its future growth and sustainable success, and it has become the master concept with which to address CEOs of contemporary organizations and their senior managers. Its talismanic importance can hardly be overstated. Thus, strategic management is increasingly understood as the task of the top management team. While seminal works on strategy bear the imprint of modernist rationality (Ansoff, 1965; Porter, 1980), there have been numerous contributions to the strategy literature that can be characterized as more reflexive and critical (e.g. Clegg et al., 2004). More expressly sociological in nature, they have placed emphasis on, inter alia, how power and politics shape the strategies that emerge (Mintzberg, 1987; Pettigrew, 1985); the strategic choices made (Child, 1972); the language games that constitute strategy (Barry and Elmes, 1997); as well as how strategy is best understood through interpretative approaches (Schwenk, 1989), structuration theory (Whittington, 1992) or epistemology (Knights and Morgan, 1991). Such works set out an alternative to the neat assumptions of ubiquitous rationality underpinning orthodox strategy.
van Iterson, A. & Clegg, S.R. 2008, 'The politics of gossip and denial in inter-organizational relations', Human Relations, vol. 61, no. 8, pp. 1117-1137.
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Organizational gossip has largely been discussed in terms of effects at the individual level. In this article we turn our attention to the organization level. The article makes a research contribution that addresses gossip that spreads fact-based rumours about organizations in terms of their shifting role in circuits of power. The research question asks what happens when organizations officially formulate themselves as doing one thing while other organizational actors that are influential in significant organizational arenas (in which these formulations circulate) counter that these formulations are patently false. Theoretically, we draw on the literature on organizational gossip and rumour as well as on the politics of non-decision-making. Our argument is advanced by reference to a case study of the Australian Wheat Board and UN Resolution 661. Basically, organizational gossip plays a key role in the production of interorganizational power dynamics, an insight previously neglected.
e Cunha, M.P., Cabral-Cardoso, C. & Clegg, S.R. 2008, 'Manna from Heaven: The Exuberance of Food as a Topic for Research in Management and Organization', Human Relations, vol. 61, no. 7, pp. 935-963.
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Organizations have, in the past, often been discussed as if they were Cartesian mentalities, planning agendas, learning from doing, processing information, reducing equivocality, mimicking and copying, floating disembodiedly apart from the actors who work in these organizations. We are offered representations of organizations as organically grounded metaphors that minimize the biological facticity of employees: namely, their need for food. While the inputs to organizations conceived as if they were quasi-systems are well explored, and the emotional and `irrational' side of organizations is increasingly discussed, the necessity of inputs to the biological systems that staff them is not. Nonetheless, despite the lack of explicit scholarly attention to food at work, its importance guarantees its hidden presence in the organizational literature, often in the context of more `serious' themes. We identify four approaches to the relationship between food, work and organization. For dessert, we propose a research menu that aims to uncover several possibilities for making the role of food in organizational life more explicit.
Messner, M., Clegg, S.R. & Kornberger, M.M. 2008, 'Critical practices in Organizations', Journal of Management Inquiry, vol. 17, no. 2, pp. 68-82.
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This article deals with the phenomenon of criticism in organizations. Existing organizational literature, where it has addressed criticism, mostly tends to see it as an extraordinary phenomenon. By contrast, in this article, the authors argue that criticism may also originate from strongly embedded and more ordinary practices. Thus, there is a theoretical need for considering those critical practices that are structurally and/or formally institutionalized within the organization. They reflect the organizational status quo and promote a reproduction of existing structures of power/knowledge. Drawing on ideas from practice theory, institutional theory, and Foucault's analytics of power/knowledge regimes, the authors introduce a typology that distinguishes forms of criticism according to the degree to which they are coupled with particular organizational practices, their rationalities, and corresponding power relations. They then focus on those forms of criticism that are strongly linked to organizational practices and illustrate the ambiguous effects of such an 'organization of criticism'
Clegg, S.R. 2008, 'Relationships of ownership, they whisper in the wings....', From Higher Aims to Hired Hands: The Social Transformation of American Business Schools and the Unfulfilled Promise of Management Education, vol. 1.
Carter, C., Clegg, S.R. & Kornberger, M.M. 2008, 'S-A-P zapping the field', Strategic Organization, vol. 6, no. 1, pp. 107-112.
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In their rejoinder, Jarzabkowski and Whittington do not concede one point. They even defend the resource-based view of the firm, despite its well-known limitations (the fact that some of its major limitations have been staked by someone labelled a `sociologist does not, from our perspective, make it any more palatable). Their defensiveness is surprising, though perhaps in keeping with Whittingtons (2007) pithy description of S-A-P (strategy as practice) as being akin to `a pushy younger sibling, making a lot of noise.
Turcotte, M., Clegg, S.R. & Marin, J. 2008, 'Enacting Ecological and Collaborative Rationality through Multi-Party Collaboration', International Journal of Innovation and Sustainable Development, vol. 3, no. 3/4, pp. 234-261.
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The article presents the case study of a partnership between a metallurgy company and an NGO concerned with environmental protection. The partnership constituted an attempt to reconcile the firm's economic objectives with those of the citizens who lived in the area on which it had an ecological impact. Driven by high ideals, the multistakeholder partnerships were an innovation inspired by the ideal speech situation theory and a focus on learning and innovation. The partnership seemingly created an arena defined by norms of 'disinterested rationality' with an objective of innovating and progressing toward sustainable development. The partnership had only a marginal influence on the firm's activities, which were mainly determined by market forces and economic logic. The article concludes with a rather critical perspective on the outcomes of the case in terms of learning, innovation and change, with a theoretical lens inspired by theories on learning, legitimacy and power. The article contributes to the understanding and definition of legitimacy in a polyphonic context, where different views coexist or confront. Legitimacy is neither an outside nor static institutional feature, but rather resembles a kaleidoscope of perceptions that are defined, temporarily granted and redefined through discursive interactions. In such a context, moral arguments are confronted with other moral arguments while actors redefine their knowledge and cognitive frameworks. Practical recommendations are formulated for the convenors of multistakeholders partnerships, activist groups and firms.
Rhodes, C.H., Clegg, S.R. & Anandakumar, A. 2008, 'Ethical Vitality: Identity, Responsibility and Change in an Australian Hospital', International Journal of Public Administration, vol. 31, no. 9, pp. 1037-1057.
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This article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of authoritarian professionalism, one of collaboration and open disclosure, and one of inspection and retribution. We suggest that the presence of multiple and competing organizational discourses on which to base decisions, highlighted the need for managers to take a personal stake in deciding their own conduct. We propose the notion of ethical vitality as a means of registering the ways that ethical responsibility can only come alive in organizations when people take, and are in a position to take, a reflexive responsibility for their conduct. On this basis, we suggest that the presence of multiple ethical norms and rules in organizations, on a plural model, might actually make people in organizations more rather than less ethically responsible
Clegg, S.R. 2008, 'Bent Flyvbjerg: Power and project management an appreciation', International Journal of Managing Projects in Business, vol. 1, no. 3, pp. 428-431.
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Purpose: The purpose of this paper is to provide a critique of Bent Flyybjerg's work that has high relevance to the project management (PM) literature. Design/methodology/approach The paper takes the form of a narrative with argument and analysis. Findings The paper challenges readers, PM academics and practitioners to view PM with a political perspective. This paper was delivered at the ICAN 2007 Conference (which is the focus of this issue), which was entitled Mission Control: Power, Knowledge and Collaboration in Project Practice. Originality/value This paper triggers and sustains the debate about the influence of power and its unintended consequences that may affect projects. The review raises PM issues worthy of consideration that are often neglected.
Turcotte, M., Antonova, S. & Clegg, S.R. 2008, 'Power and learning in managing a multi-stakeholder organization: an initiative to reduce air pollution in Ontario, Cananda, through trading carbon credits', The Journal of Power, vol. 1, no. 3, pp. 317-337.
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The paper explores a case study of a multi-party collaboration that used learning in an inter-organizational context to address an environmental problem by experimenting with emission reduction credits trading. Learning was associated with politics: individual learning with non-decision-making or two-dimensional power, while inter-organizational learning with three-dimensional power and the construction of hegemony, while strategic institutional learning occurred through the creation of obligatory passage points.
Clegg, S.R. 2008, 'Ten propositions concerning security, terrorism and business', Global Business and Economics Review, vol. 10, no. 2, pp. 184-196.
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The history of the present is assessed in terms of forecasts that proved to be spectacularly incorrect. Debate about power in the past was largely state-centred but the realisation that the opposite of the state is not a free market but a political anarchy seems to have been forgotten. The society of the spectacle, to use Guy Debord's concept, reigns supreme today, but in ways unimagined by European situationists. The spectacle ignites a new politics of identity, constituted in terms that depart radically from the older terms of class analysis. While some analysts have spoken of the rise of the risk society it is necessary today to add the state of insecurity to contemporary characterisations, whether represented in reality or rhetoric. Global identities constituted by religiosity sit uneasily within nation states as containers of identity and the attempts of states to reaffirm national identity in the face of its rejection by significant subsections of the population is most likely to achieve a rhetorical racheting up of tensions. Consequently, the state of insecurity leads to increasing surveillance and control as a societal project for which every failure is the guarantee of further resources, tighter surveillance and an increasing simulacrum of control.
Turcotte, M.F.B., Clegg, S.R. & Marin, J. 2008, 'Enacting ecological and collaborative rationality through multiparty collaboration - A case of innovation in governance', International Journal of Innovation and Sustainable Development, vol. 3, no. 3-4, pp. 234-261.
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The article presents the case study of a partnership between a metallurgy company and an NGO concerned with environmental protection. The partnership constituted an attempt to reconcile the firm's economic objectives with those of the citizens who lived in the area on which it had an ecological impact. Driven by high ideals, the multistakeholder partnerships were an innovation inspired by the ideal speech situation theory and a focus on learning and innovation. The partnership seemingly created an arena defined by norms of 'disinterested rationality' with an objective of innovating and progressing toward sustainable development. The partnership had only a marginal influence on the firm's activities, which were mainly determined by market forces and economic logic. The article concludes with a rather critical perspective on the outcomes of the case in terms of learning, innovation and change, with a theoretical lens inspired by theories on learning, legitimacy and power. The article contributes to the understanding and definition of legitimacy in a polyphonic context, where different views coexist or confront. Legitimacy is neither an outside nor static institutional feature, but rather resembles a kaleidoscope of perceptions that are defined, temporarily granted and redefined through discursive interactions. In such a context, moral arguments are confronted with other moral arguments while actors redefine their knowledge and cognitive frameworks. Practical recommendations are formulated for the convenors of multistakeholders partnerships, activist groups and firms. Copyright © 2008, Inderscience Publishers.
Cunha, J.V., Clegg, S.R. & Cunha, M.P.E. 2008, 'Structuring for Globalization: The Minimal Network', FEUNL Working Paper, no. 536.
Globalization and localization seem to be opposite concepts - a thesis and its antithesis. Nonetheless, managers seem to be able to handle the paradox posed by these two contradicting tensions by enacting, via action, a synthesis that allows for the co-presence of a high level of global integration and local adaptation (instead of a compromise between both), which has been labeled glocalization. We discuss how the concept of improvisation allows this synthesis by developing the two poles that ground it, namely 'glocal' strategy and 'glocal' organization. Global advantage requires a dialectical capability that organizations rarely achieve, and the importance of which orthodox management theory rarely recognizes.
Cunha, M.P.E., Clegg, S.R. & Rego, A. 2008, 'The Institutions of Archaic Post-Modernity and Their Organizational and Managerial Consequences: The Case of Portugal', FEUNL Working Paper Series, no. 528.
The long march of modernization of the Western societies tends to be presented as following a regular sequence: societies and institutions were pre-modern, and then they were modernized, eventually becoming post-modern. Such teleology may provide an incomplete or distorted narrative of societal evolution in many parts of the world, even in the "post-modern heartland" of Western Europe, with Portugal being a case in point. The concept of archaic post-modernity has been developed by a philosopher, José Gil, to show how Portuguese institutions and organizations combine elements of premodernity and post-modernity. The notion of an archaic post-modernity is advanced in order to provide an alternative account of the modernization process, which enriches discussion of the varieties of capitalism. Differences in historical experiences create singularities that may be considered in the analysis of culture, management and organization.
Wang, K.Y. & Clegg, S.R. 2007, 'Managing to lead in private enterprises in China: Work values, demography and the development of trust', Leadership, vol. 3, no. 2, pp. 149-172.
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Clegg, S.R., Kornberger, M.M. & Rhodes, C.H. 2007, 'Business Ethics as Practice', British Journal of Management, vol. 18, no. 2, pp. 107-122.
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In this article we develop a conceptualization of business ethics as practice. Starting from the view that the ethics that organizations display in practice will have been forged through an ongoing process of debate and contestation over moral choices, we examine ethics in relation to the ambiguous, unpredictable, and subjective contexts of managerial action. Furthermore, we examine how discursively constituted practice relates to managerial subjectivity and the possibilities of managers being moral agents. The article concludes by discussing how the 'ethics as practice' approach that we expound provides theoretical resources for studying the different ways that ethics manifest themselves in organizations as well as providing a practical application of ethics in organizations that goes beyond moralistic and legalistic approaches.
Clegg, S.R., Rhodes, C.H. & Kornberger, M.M. 2007, 'Desperately Seeking Legitimacy: Organizational Identity and Emerging Industries', Organization Studies, vol. 28, no. 4, pp. 495-513.
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In this article we examine the process of organizational identity formation in emerging industries. We argue that organizational identity is best understood in terms of the relationship between temporal difference (i.e. the performance of a stable identity over time) and spatial difference (i.e. by locating organizational identity in relation to other firms, both similar and different). It is the relationship between these two forms of difference that enables the construction of a legitimate sense of organizational identity. Our discussion is illustrated using empirical material from a study of the emerging industry of business coaching in Australia.
Clegg, S.R., Kornberger, M.M. & Rhodes, C.H. 2007, 'Organizational ethics, decision making, undecidability', Sociological Review, vol. 55, no. 2, pp. 393-409.
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In this paper we develop a conceptualisation of organizational decision-making as a practice that is, necessarily, ethical. The paper starts with a discussion of the notion of decision-making as it relates to organizational rationality and the relationsh
Quist, J., Skalen, P. & Clegg, S.R. 2007, 'The power of quality models: The example of the SIQ model for performance excellence', Scandinavian Journal of Management, vol. 23, no. 4, pp. 445-462.
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Most contemporary total quality management (TQM) practice is influenced, directly or indirectly, by structured, acontextual and standardized quality models. The present paper focuses on the strategic introduction of one such model, namely the Swedish Institute for Quality (SIQ) model for performance excellence, in a Swedish public-sector organization, which we refer to as 'the Authority.' We take our theoretical stance from Foucault's concept of 'power/knowledge.' In describing the case, we focus on the management team of one of the Authority's ten regions. Our analysis shows the members of the management team using the SIQ model to objectify both the organization and themselves as managers. However, contrary to many critical or managerial accounts, the SIQ model was not totalizing: management subjectivities changed but were not entirely reconstituted, and some resistance to them was generated by the members of the management team, in their role as professionals
Schwarz, G., Clegg, S.R., Cummings, T., Donaldson, L. & Miner, J.B. 2007, 'We see dead people?: The state of organization science', Journal of Management Inquiry, vol. 16, no. 4, pp. 300-317.
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This essay responds to John Miner's (1984) assessment of the state of organizational science. Slightly more than two decades ago, Miner found little evidence of a correlation between organizational scholars' ratings of the importance of a theory, its use, and its estimated validity. In response, he suggested the need for organizational science to readjust its goals, paradigms, and basic processes so that it develops as a discipline. Despite this challenge, the intervening years have seen the field become seemingly more paradigmatically fragmented, promoting discussion on its place in the social sciences. The essay presents four reviews in response to what has followed since Miner's original study. It offers a judgment on Miner's evaluation, a suggestion for the field's development, a position paper, and a response from Miner. Combined, the ensuing dialog offers practical suggestions to the problem of a seemingly perennially emerging organizational science
Carter, C., Clegg, S.R., Kornberger, M.M., Mueller, F. & Contardo, I. 2007, 'Sketches of Spain: the politics of fashion', Management Research, vol. 4, no. 3, pp. 205-212.
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In this paper, we propose an understanding of what personnel professionals consume when they adopt black-box management initiatives (Scarbrough, 1995; Wilson, 1992). Second, we explore the way in which professional associations and, hence, institutional actors pursue their own professional projects (Abbott, 1988) within a context of political legitimacies and illegitimacies. Thus, in a double move, we seek to explore the linkages between managerial methods used by institutions to increase their jurisdiction or their authority to speak (Foucault, 1972) and the processes of isomorphism.
Lopes, F.D., Clegg, S.R., Vieira, M. & Gudergan, S. 2007, 'Institutional Environments in the Formation of International Joint Ventures: A Brazillian Case Study', Revista Eletrônica deGestão Organizacional, vol. 5, no. 2, pp. 171-197.
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Clegg, S.R. & Courpasson, D. 2007, 'The end of history and the future of power, 21st Century Society.', Twenty-First Century Society, vol. 2, no. 2, pp. 131-154.
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Ray, T. & Clegg, S.R. 2007, 'Can we make sense of knowledge management's tangible rainbow? A radical constructivist alternative', Prometheus, vol. 25, no. 2, pp. 161-185.
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Clegg, S.R. & Courpasson, D. 2007, 'The futures of power', Revista de administracao de empresas, vol. 11, no. 3, pp. 223-248.
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Some may recall, or have read about, those heady days when history allegedly ended, as the Berlin Wall collapsed(3). When the wall came down it seemed to may observers as if, with the end of communism at least in Europe the only threat to existing democratic political power was vanquished. Liberal, plural democracy, the open society and open organizations seemed to stretch as a vista into a future full of promise offering peace in our time, with all its assumed dividends, and the triumph neither of the will nor the state but of decent, ordinary democracy. Surely the chance to build a better world of organizations was imminent?
Cunha, M.P.E., Cardoso, C.C., Rego, A. & Clegg, S.R. 2007, 'From 'This Job is Killing Me' to 'I Live in the Life I Love and I Love the Life I Live', or from Stakhanov to Contemporary Workaholics', FEUNL Working Paper Series, no. 519.
F. W. Taylor is often celebrated as a founding father of organization and management theory, one whose commitment to efficiency is legendary. If we define efficiency in terms of maximizing output from a given - or lesser - number of workers it can be considered that, in some cases, Taylor's science has achieved a remarkable success. Contemporary organizations managed to create such a state of commitment (be it spontaneous or imposed), that people have adopted excessive working as lifestyle. Life is organized around work, with work occupying more and more territory from the former private life. We discuss the notion of excessive working, present several forms of excessive working, contest the idea that excessive working is necessarily noxious, suggest a dynamic understanding of the different forms of excessive working, and challenge researchers critically to discuss their practical success. As the saying goes, there can be too much of a good thing.
Clegg, S.R., Kornberger, M.M., Carter, C. & Rhodes, C.H. 2006, 'For management?', Management Learning, vol. 37, no. 1, pp. 7-27.
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Over the past decades there have been persistent radical critiques of management. Previously the goal was to apply forms of Marxian analysis to the world of management and organizations, usually seeing it as a sphere of false consciousness distorted and
e Cunha, M.P., Clegg, S.R. & Kamoche, K. 2006, 'Surprises in management and organization: concept, sources and A typology', British Journal of Management: challenging management theory and practice, vol. 17, no. 4, pp. 317-329.
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We discuss why surprises, defined as events that happen unexpectedly or expected events that take unexpected shapes, are important to organizations and should be considered in the organization and management literature as an umbrella concept, encompassing a variety of related phenomena. The concept of organizational surprises is unpacked and a typology is built around the (un)expectedness of the issue and the (un)expectedness of the process. This typology uncovers the several types of surprising events that organizations may face, and contributes to the literature by identifying how different types of surprises require distinct managerial approaches.
Hollows, J. & Clegg, S.R. 2006, 'Brand development: institutional constraints on Chinese businesses', Management Research News, vol. 29, no. 7, pp. 386-401.
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Purpose This paper addresses the reasons why Chinese businesses have long been identified as subordinate to world-class brand owners; why global own brand developments are considered to be beyond their competence. Design/methodology/approach In this paper, we use an institutional perspective to examine the difficulties faced by Chinese firms in own brand development, using empirical data derived from a research project into the business strategies of Hong Kong firms, and contrasting these with the case of what is one of China's most successful foreign ventures, Haier. Findings The familial form appears to be transforming, due to the employment of a growing stratum of professional middle managers and Chinese family business firms appear to be developing into fully functionally integrated hierarchies capable of product and market development of own branded products. Three institutional supports make this possible. First, the development of parts of the People's Republic of China (PRC) into a quasi-market economy created a regionally close and large market. Second, technology transfers from leading overseas consumer product brand owners supported the development of more sophisticated products and firm capabilities. Third, a steady supply of skilled graduates from Hong Kong and the mainland enabled firms to move further up the value chain and exert more control over their manufacturing and related activities. To go truly global, however, more is required: social capital that connects the firm to the local and national party elites, something that mainland firms may find easier than those from Hong Kong.
Kornberger, M.M., Clegg, S.R. & Carter, C. 2006, 'Rethinking the polyphonic organization: Managing as discursive practice', Scandinavian Journal of Management, vol. 22, no. 1, pp. 3-30.
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Literary approaches problematize the practice of knowing in relation to managing. Drawing on Kafka, Lyotard, Rorty and others, our overarching objective here is to widen and deepen linguistic approaches to management and organization studies. We elaborate the concept of the polyphonic organization: starting from Kafka's reading of the story of the Tower of Babel, we reflect on polyphony and, using Lyotard's concept of the différend, we explore the linguistic gaps that constitute the polyphonic organization. Interpreting these different language games as a driving force behind organizational sensemaking, we theorize on the connection between change, power and language. Management as a discursive practice focuses linguistically on deconstructing and translating between language games divided by the differend.
Ibarra-Colado, E., Clegg, S.R., Rhodes, C.H. & Kornberger, M.M. 2006, 'The ethics of managerial subjectivity', Journal of Business Ethics, vol. 64, no. 1, pp. 45-55.
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This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so i
Courpasson, D. & Clegg, S.R. 2006, 'Dissolving the iron cages? Tocqueville, Michels, bureaucracy and the perpetuation of elite power', Organization, vol. 13, no. 3, pp. 319-343.
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Modern management theory often forgets more than it remembers. What's new? is the refrain. Yet, we suggest, there is much that we should already know from which we might appropriately learn, Lest we forget. The current paper takes its departure from two
Pitsis, T.S. & Clegg, S.R. 2006, 'The paradox of managerial wisdom', Leadership Excellence, vol. 23, no. 10, pp. 19-20.
Peci, A., Vieira, M. & Clegg, S.R. 2006, 'A construcao do "real" e praticas discursivas', Revista de Administracao Contemporanea, vol. 10, no. 3, pp. 51-71.
Josserand, E.L., Teo, S.T. & Clegg, S.R. 2006, 'From bureaucratic to postbureaucratic: the difficulties of transition', Journal of Organizational Change Management, vol. 19, no. 1, pp. 54-64.
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Purpose – Modern bureaucracies are under reconstruction, bureaucracy being no longer 'modern; they are becoming 'post bureaucratic. Defining the postbureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach – The paper describes the case of an Australian public sector agency, subject to 'corporatization – a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings – A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the 'stickiness of identity and the difficulties associated with network development. Originality/value – The paper outlines the difficulties experienced in the putative 'refurbishment of a large public sector agency as it made its way to 'corporatization.
Clegg, S.R. 2006, 'The bounds of rationality: power/ history/ imagination', Critical Perspectives on Accounting, vol. 17, no. 7, pp. 847-863.
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The paper takes the assumptions of bounded rationality as the premise for organization theorizing. It draws a distinction between a science of objects and a science of subjects, arguing the latter as the more appropriate frame for organization analysis. Organization studies, it suggests, are an example of the type of knowledge that Flyvbjerg, following Aristotle, terms phronesis. At the core of phronetic organization studies, the paper argues, there stands a concern with power, history and imagination. The core of the paper discusses power and the politics of organizing, to point up some central differences in approach to the key term in the trinity that the paper invokes. The paper concludes that organization theory and analysis is best cultivated not in an ideal world of paradigm consensus or domination but in a world of discursive plurality, where obstinate differences in domain assumptions are explicit and explicitly tolerated. A good conversation assumes engagement with alternate points of view, argued against vigorously, but ultimately, where these positions pass the criteria of reason rather than prejudice, tolerated as legitimate points of view. In so doing, it elaborates and defends criteria of reason.
Clegg, S.R. 2006, 'Why is organization theory so ignorant? The neglect of total institutions', Journal of Management Inquiry, vol. 15, no. 4, pp. 426-430.
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Organization theory has, on the whole, failed to adequately address the role that organizations have played in some of the crimes of humanity. The tools to do so have long been available to the discipline, in work by scholars such as Goffman on total institutions, Foucault on disciplinary mechanisms, and Bauman on the Holocaust. The article retrieves the work of these scholars to raise some important questions left begging by much contemporary scholarship.
Clegg, S.R., Kornberger, M.M. & Rhodes, C.H. 2005, 'Learning/becoming/organizing', Organization, vol. 12, no. 2, pp. 147-167.
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In this paper we rethink and reframe organizational learning in terms of organizational becoming. We see these concepts as two mutually implicating ways of exploring and simultaneously constituting the phenomena of organization. Bearing in mind that the
Orsato, R.J. & Clegg, S.R. 2005, 'Radical reformism: Towards critical ecological modernization', Sustainable Development, vol. 13, no. 4, pp. 253-267.
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According to a specialized research area within environmental sociology - ecological modernization theory - the shift towards seeking to protect the environment constitutes a broadly emergent sociological phenomenon: the radicalization of modernity. The
Gustavs, J.L. & Clegg, S.R. 2005, 'Working the knowledge game? Universities and corporate organizations in partnership', Management Learning, vol. 36, no. 1, pp. 9-30.
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As a result of changing conditions of funding, emanating in a sense of crisis about viability and the need to find new sources of revenue, many universities in Australia and elsewhere are moving into new areas of application in novel partnerships with co
Clegg, S.R. 2005, 'A life in part', Organization Studies, vol. 26, no. 2, pp. 291-309.
Life, art and science are irremediably intertwined: how, where and with whom one shares the brief moments of existence necessarily affect what one thinks, how one writes, and what one will address. Being a scholar is a vocation, as Weber knew only too we
Clegg, S.R., Rhodes, C.H., Kornberger, M.M. & Stilin, R.A. 2005, 'Business coaching: challenges for an emerging industry', Industrial and Commercial Training, vol. 37, no. 5, pp. 218-223.
Clegg, S.R. & Feldman, S. 2005, 'Questioning Morals and Moral Questions in Organizations: Review and Response', Organization, vol. 12, no. 1, pp. 135-144.
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Steven Feldmans introduction is prefaced by a short remark from William James extolling the importance of prayer to the establishing of a self that is responsible to the `higher tribunals. From there on it becomes increasingly clear that Feldmans task is to direct us toward such higher tribunals. In the preface Feldman advises us that he establishes a theory of moral tradition, designed to investigate the historical and cultural context of moral commitment. It should be clear that this is theorizing with definite auspices: the religious beliefs that Feldman `professes (and Webers caustic remarks on the professing of religion in his essay `Science as a Vocation are, I think, worth recalling here) are as central to the enterprise as they are absent. They are central in the grounding of the book as a moral project while they are absent because they are never spelled out clearly as a set of specific commitments.
Pitsis, T.S., Josserand, E.L., Clegg, S.R. & Kornberger, M.M. 2005, 'Making Interorganizational Relationships Work: An Introduction', M@n@gement, vol. 8, no. 4, pp. 69-72.
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This article introduces the special issue on interorganizational relationships. It presents the articles composing this special issue
Clegg, S.R., Burdon, S.W. & Nikolova, N. 2005, 'The outsourcing debate: Theories and Findings.', Journal of the Australian and New Zealand Academy of Management, vol. 11, no. 2, pp. 37-52.
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This paper addresses the issue of services outsourcing by looking at both theoretical and empirical arguments. Previous debates have often concentrated on the motives for adopting the practice rather than the outcomes. These various themes can be discussed under the twin concepts of the cost and efficiency argument and the fashion and isomorphism approach. This research provides strong evidence to support the cost efficiency argument. On average, significant cost advantages were sought and delivered, as well as improvements in service levels and systems. A 10% net cost saving was considered necessary by an organization before embarking on an organizational change that was disruptive and in some cases involved downside risks. Even if other efficiency gains such as service levels or systems improvements were required, so were 10%+ cost savings. A number of the organizations thought their skills in managing outsourcing had improved considerably such that they were in a position to move from a client/server relationship to a partnership model.
Clegg, S.R. 2005, 'Puritans, visionaries and survivors', Organization Studies, vol. 26, no. 4, pp. 527-545.
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All readings take place in the here-and-now, even of texts written back there and then. Nowhere in management and organization theory has this been truer of anyone than Max Weber. Unread in English during his lifetime, it was nearly 30 years after his de
Porras, S.T., Clegg, S.R. & Hermens, A. 2005, 'Commercio electronico y colagoracion', Denarius: revista de economia y administracion, vol. 10, no. 10354, pp. 239-253.
Little, S. & Clegg, S.R. 2005, 'Recovering experience, confirming identity, voicing resistance: the Braceros, the Internet and counter-coordination', Critical Perspectives on International Business, vol. 1, no. 2/3, pp. 123-136.
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Purpose - This paper investigates how the learning trajectory of corporations utilising information and communication technologies has been matched by the labour movement and social movements associated with it. Design/methodology/approach The paper investigates new communication dynamics of labour in the international setting. It then focuses on a broader and richer set of online practices by labour by drawing on material placed on the world wide web by members of and advocates for the Braceros (the strong arms) migrant Mexican workers. These practices follow on a history of effective use of the new information communication technologies by the Zapatista movement in Mexico. Findings The paper places these activities in the context of globalisation and the global movement of capital and labour. It argues that the practices of online communication associated with the Braceros can be harnessed to move beyond the reactive shadowing of capital by labour. Instead innovative and proactive forms of monitoring policies and critiquing outcomes become possible.
Clegg, S.R., Burdon, S. & Nikolova, N. 2005, 'The Outsourcing Debate: Theories and Findings', Journal of Management & Organization, vol. 11, no. 02, pp. 37-52.
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Clegg, S.R., Kornberger, M.M. & Rhodes, C.H. 2004, 'Noise, parasites and translation - theory and practice in management consulting', Management Learning, vol. 35, no. 1, pp. 31-44.
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Kornberger, M.M. & Clegg, S.R. 2004, 'Bringing space back in: organizing the generative building', Organization Studies, vol. 25, no. 7, pp. 1095-1114.
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Clegg, S.R. & Courpasson, D. 2004, 'Political hybrids: Tocquevillean views on project organizations', Journal Of Management Studies, vol. 41, no. 4, pp. 525-547.
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Clegg, S.R. 2004, 'Platyplus at play.', Management Communication Quarterly, vol. 18, no. 1, pp. 146-170.
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Porras, S.T., Clegg, S.R. & Crawford, J.D. 2004, 'Trust as networking knowledge: precedents from Australia', Asia Pacific Journal of Management, vol. 21, no. 3, pp. 345-363.
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Clegg, S.R., Kornberger, M.M. & Rhodes, C.H. 2004, 'When the saints go marching in: a reply to Sturdy, Clark, Fincham and Handley.', Management Learning, vol. 35, no. 3, pp. 341-344.
Josserand, E.L., Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2004, 'Friends or foes? practicing collaboration - an introduction.', M@n@gement, vol. 7, no. 3, pp. 37-45.
Pitsis, T.S., Kornberger, M.M. & Clegg, S.R. 2004, 'The art of managing relationships in interorganizational collaboration.', M@n@gement, vol. 7, no. 3, pp. 47-67.
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Clegg, S.R., Carter, C. & Kornberger, M.M. 2004, 'A 'maquina estrategica': fundamentos epistemologicos e desenvolvimentos em curso.', Revista de administracao de empresas, vol. 44, no. 4, pp. 21-31.
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Porras, S.T. & Clegg, S.R. 2004, 'La institucionalizacion de las redes de empresa como un instrumento de politicas publicas compartivas eficases', Administracion y Organizaciones, vol. 9, no. 4, pp. 13-34.
Clegg, S.R., Carter, C. & Kornberger, M.M. 2004, 'Get up, I feel like being a strategy machine', European Management Review, vol. 1, no. 1, pp. 21-28.
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Cunha, M.P.E., Kamoche, K. & Clegg, S.R. 2004, 'Clues, Cues and Complexity: Unpackuing the Concept of Organizational Surprise', FEUNL Working Paper, no. 45.
We discuss why surprises, defined as events that happen unexpectedly or expected events that take unexpected shapes, are important to organizations and should be considered in the organizational literature. The concept of organizational surprises is unpacked on the basis of a typology built around the(un)expectedeness of issue and process. This typology uncovers the several types of surprising events that organizations may face, and contributes to the literature by suggesting that different surprises require distinct approaches.
Kornberger, M.M. & Clegg, S.R. 2003, 'Reflections on space, structure and their impact on organisations', European Spatial Research and Policy, vol. 10, no. 2, pp. 119-136.
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Clegg, S.R. & Ray, T. 2003, 'Power, rules of the game and the limits to knowledge management: lessons from Japan and Anglo-Saxon alarms', Prometheus, vol. 21, no. 1, pp. 23-40.
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Much of the Knowledge Management (KM) literature assumes that all relevant knowledge can be represented as information and 'managed'. But the meaning of information is always context-specific and open to subsequent reinterpretation. Moving over time or between contexts affords scope for new meanings to emerge. Making sense of information signals (speech, body language, tone-of-voice or whatever)--Aand the absence of such signals--Ainvolves dimensions of individual and collective tacit knowledge that are frequently misrepresented or ignored in mainstream KM. By relating power and knowledge to 'rules of the game', it is possible to consider how the contexts in which information is rendered meaningful are bounded, as well as crucially related in the stretch between macro-level processes and micro-level practices. In the knowledge debate, Japan stands as a counterfactual to Anglo-Saxon expectations about formal rules, liberal individualism and market-rational entrepreneurship. While seminal accounts of knowledge creation in Japanese companies impelled the West towards KM, there has been no corresponding KM-boom in Japan. Our interpretation of the processes by which Japanese and Anglo-Saxon practices are situated suggests that KM is limited by the separation of knowledge from power and information from meaning.
Clegg, S.R. & Ross-Smith, A.E. 2003, 'Revising the boundaries: management education and learning in a postpositivist world', Academy of Management: Learning and Education, vol. 2, no. 1, pp. 85-98.
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Clegg, S.R. 2003, 'Strange fruit hanging from the knowledge tree: or, carry on carping', Management Learning, vol. 34, no. 3, pp. 375-378.
Kornberger, M.M. & Clegg, S.R. 2003, 'The architecture of complexity', Culture and Organization, vol. 9, no. 2, pp. 75-91.
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In this paper we reflect on organizational space and its implications for organization and management. In contrast to dominant discourse in management and organization theory we address the ways in which corporate buildings, as social objects, provide a materiality to organization. Developing the concept of the architecture of complexity, we focus on space as the precondition of processes of organizing. The productive power of space lies in its potential to create and trigger complexity, as it pre-structures movement and flows of communication. Reflecting on two concrete spatial organizations (the fold and heterotopia) we suggest that the interplay of order and disorder and inside/outside relation, which these spaces provide, are spatial preconditions of organizational change and creativity.
Carter, C., Clegg, S.R., Hogan, J. & Kornberger, M.M. 2003, 'The polyphonic spree: the case of the Liverpool Dockers', Industrial Relations Journal, vol. 34, no. 4, pp. 290-304.
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Wang, K.Y. & Clegg, S.R. 2003, 'The influence of the dichotomy of organizational values on decision-making', Zhongguo Renmin Daxue Xuebao - Journal of Renmin University of China, vol. 17, no. 4, pp. 85-93.
Clegg, S.R. 2003, 'Guest editor's introduction to special forum: constituting management in china', Asia Pacific Journal of Management, vol. 20, pp. 299-306.
Clegg, S.R. 2003, 'Theorizing 'Globalization' Sociologically for Management', Revista Eletronica de Gestao Organizacional, vol. 1, no. 1, pp. 5-26.
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Since the time of the earliest civilisations trade across frontiers and regions has occurred but it was only at the end of the 19th century and the beginning of the 20th century that significant transnational activity emerged. The primary casualties of globalization appear to be low skilled workers in traditional manufacturing countries who either see their jobs slip away overseas, or experience a painful slide in their wage rates as their employers strive to reduce costs. Secondly, whole countries and regions find they have been sidelined by the forces of international trade and investment and, instead of experiencing a growing involvement and benefit from the global economy, may encounter a greater sense of dependence and isolation. Particularly vulnerable are the relatively unskilled and under-educated, especially in labour market systems that do not develop very active and interventionist labour market policies.
Pitsis, T.S., Clegg, S.R., Marosszeky, M. & Rura-Polley, T. 2003, 'Constructing the Olympic dream: A future perfect strategy of project management', Organization Science, vol. 14, no. 5, pp. 574-590.
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Wang, K.Y. & Clegg, S.R. 2002, 'Trust and decision making: are managers different in the People's Republic of China and in Australia?', Cross Culture Management, vol. 9, no. 1, pp. 30-45.
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Orsato, R.J., den Hond, F. & Clegg, S.R. 2002, 'The political ecology of automobile recycling in Europe', Organization Studies, vol. 23, no. 4, pp. 639-665.
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Bunzel, D., Clegg, S.R. & Teal, G. 2002, 'Disciplining customers at the grand seaside hotel', Journal of the Australian and New Zealand Academy of Management ANZAM, vol. 8, no. 2, pp. 1-13.
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Clegg, S.R., de Cunha, J.V. & Pina e Cunha, M. 2002, 'Management paradoxes: a relational view', Human Relations, vol. 55, no. 5, pp. 483-503.
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Chan, A. & Clegg, S.R. 2002, 'History, culture and organization studies', Culture and Organization, vol. 8, no. 4, pp. 259-273.
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Clegg, S.R., Pitsis, T.S., Rura-Polley, T. & Marosszeky, M. 2002, 'Governmentality matters: designing an alliance culture of inter-organizational collaboration for managing projects', Organization Studies, vol. 23, no. 3, pp. 317-337.
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Stokes, J.R. & Clegg, S.R. 2002, 'Once upon a time in the bureaucracy: power and public sector management', Organization, vol. 9, no. 2, pp. 225-247.
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Clegg, S.R. 2002, 'Lives in the balance: a comment on Hinings and Greenwoods disconnects and consequences in organization theory', Administrative Science Theory, vol. 47, no. 3, pp. 428-441.
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Clegg, S.R. & Kono, T. 2002, 'Trends in Japanese management: an overview of embedded continuities and disembedded discontinuities', Asia Pacific Journal of Management, vol. 19, pp. 269-285.
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Garrick, J. & Clegg, S.R. 2001, 'Stressed-out Knowledge Workers in Performative Times: A Postmodern Take on Project-based Learning', Management Learning, vol. 32, no. 1, pp. 119-134.
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Tantoush, T. & Clegg, S.R. 2001, 'CADCAM Integration and the Practical Politics of Technological Change', Journal of Organizational Change Management, vol. 14, no. 1, pp. 9-27.
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Pitsis, T.S., Rura-Polley, T., Clegg, S.R. & Marosszeky, M. 2001, 'From 'Quality Culture' to 'Quality Cult'', The Business Improvement Journal, vol. 16, no. 1, pp. 22-24.
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Leung, A.S. & Clegg, S.R. 2001, 'The Career Motivation of Female Executives in the Hong Kong Public Sector', Women in Management Review, vol. 16, no. 1-2, pp. 12-20.
Reports a study of female executives (n = 30) working in the public sector in Hong Kong. The research captures a set of organisational practices in transition: from a colonial to a post-colonial setting, and from a bureaucracy that offered jobs for life to one that offers them on contract terms. The concept of career motivation is explored in the study through three dimensions of career resilience, career insight, and career identity. Overall, younger executives (n = 19) had higher levels of career motivation and were striving to attain additional responsibility and authority in work assignments, while senior executives (n = 11) were concerned with holding on to their previous accomplishments and competence in their occupational role. Moreover, the more ambiguity and uncertainty existing in the government office, the lesser the levels of career motivation. The results and their implications for future studies of career motivation are discussed.
Clegg, S.R. 2001, 'Changing Concepts of Power, Changing Concepts of Politics', Administrative Theory & Praxis, vol. 23, no. 2, pp. 126-150.
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Clegg, S.R., Ibarra-Colado, E. & Clarke, T. 2001, 'Organization Studies Today: A Challenge for Management and Organization Studies in the Coming Century', Nankai Business Review, vol. 1, pp. 51-58.
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Courpasson, D. & Clegg, S.R. 2001, 'Hybrid Controls in Project Organisations', European Enterpreneurial Learning, vol. 13, pp. 1-28.
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Clegg, S.R., Clarke, T. & Ibarra, E. 2001, 'Millennium management, changing paradigms and organization studies', Human Relations, vol. 54, no. 1, pp. 31-36.
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Many forms of knowledge may in practice enter management calculations. Many sites exist where they may be encountered: not only university courses but also popular books, training sessions, magazines, web-sites, the popular press, as well as the usual networks of sociability. There are many sites from which practical orientations might develop. The important point is that, in practical terms, university academics enjoy neither an exclusive nor a privileged role: they are not legislators of what is management knowledge but simply among its many interpreters (Bauman, 1987). For all intents and purposes, however, given the institutionalized norms of journal publication, many university academics continue to practise their craft as if they were legislators rather than particular interpreters. For others, the audiences in the lecture theatres and of the more popular journals and books, the craft of organization studies provides a set of popular recipes and tools that can serve as solutions to the problems of managing modern organizations, promoting a series of rules, representations, procedures and technologies of, and for, management thinking, rather than contingent scientific `proofs.
Hardy, C., Phillips, N. & Clegg, S.R. 2001, 'Reflexivity in Organization and Management theory: A study of the Production of the Research 'Subject'', Human Relations, vol. 54, no. 5, pp. 531-560.
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In this article, we draw on actor-network theory (ANT) to re?exively investigate the role of the researcher and the research community in the production of a research subject. We review our earlier work, which explores how the dynamics of refugee systems help to produce the research subject in this case, the refugee. We then use ideas from ANT to move beyond the more conventional institutional and discursive analyses that are used in these articles. We include not just the activities of actors in the refugee system in our analysis, but also our own activities as researchers, as well as those of the broader research community. We use the concept of translation to explore the role of these actors in the processes of social construction that produce refugees as a subject of academic study, which is related to, but distinct from, the `social subject produced in the social setting under study. Generalizing from our own research experience, we argue for a reconceptualization of re?exivity in organization and management theory, which moves beyond the common view of heroic individuals struggling to understand and manage their role in their research towards an understanding of reflexivity as involving the research community as a whole
Soliman, F., Clegg, S.R. & Tantoush, T. 2001, 'Critical Success Factors for Integration of CAD/CAM Systems with ERP Systems', International Journal of Operations and Production Management, vol. 21, no. 5/6, pp. 609-629.
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Current advances in information technology and, in particular, computer-aided design/computer-aided manufacturing (CAD/CAM) and enterprise resources planning (ERP) systems, have led organisations to undertake significant investments in these systems. Next generation manufacturers require both systems to maintain or gain a competitive advantage, reduce risks and improve productivity and viability. In addition, recent attention to the implementation of CAD/CAM systems highlights their important role in automating complex design and next generation manufacturing processes. In the next millennium more manufacturers are likely to implement CAD/CAM and ERP systems and hence issues in the integration of CAD/CAM with ERP systems must become a major concern. Accordingly, this paper will: explore the problems of integration of CAD/CAM systems with ERP systems; study how the severity of these problems relates to CAD/CAM integration success; propose a set of critical success factors (CSF) for the integration of CAD/CAM with ERP systems; suggest hypotheses to study the relevance of these CSF for successful integration of CAD/CAM with ERP systems. In addition, the paper also demonstrates the importance of successful integration of CAD/CAM systems with other applications for next generation manufacturers. These findings suggest that integration of CAD/CAM systems with ERP systems is complex, involving many factors.
Soliman, F., Clegg, S. & Tantoush, T. 2001, 'Critical success factors for integration of CAD/CAM systems with ERP systems', International Journal of Operations and Production Management, vol. 21, no. 5-6, pp. 609-629.
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Abstract Current advances in information technology and, in particular, computer-aided design/computer-aided manufacturing (CAD/CAA1) and enterprise resources planning (ERP) systems, have led organisations to undertake significant investments in these systems. Next generation manufacturers require both systems to maintain or gain a competitive advantage, reduce risks and improve productivity and viability. In addition, recent attention to the implementation of CAD/CAA1 systems highlights their important role in automating complex design and next generation manufacturing processes. In the next millennium more manufacturers are likely to implement CAD/CAM and ERP systems and hence issues in the integration of CAD/CAM icith ERP systems must become a major concern. Accordingly, this paper itill: explore the problems of integration of CAD/CAM systems with ERP systems; study how the severity of these problems relates to CAD/CAM integration success; propose a set of critical success factors (CSF) for the integration of CAD/CAM ttith ERP systems; suggest hypotheses to study the relevance of these CSF for successful integration of CAD/CAM ivith ERP systems. In addition, the paper also demonstrates the importance of successful integration of CAD/CAM systems irith other applications for next generation manufacturers. These findings suggest that integration of CAD/CAM systems irith ERP systems is complex, involving many factors. © MCB University Press,.
Clegg, S.R., Clegg, S.R. & Sewell, G. 2001, 'Conflict: Organizational from Frameworks of Power', Conflict: Organizational. International Encylopaedia of the Social & Behavioral Sciences, pp. 2550-2554.
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ISBN: 0-08-043076-7
Clegg, S.R., Linstead, S. & Sewell, G. 2000, 'Only penguins: a polemic on organization theory from the edge of the world', Organization Studies, vol. 21, no. 0, pp. 103-117.
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Clarke, T. & Clegg, S. 2000, 'Management paradigms for the new millennium', International Journal of Management Reviews, vol. 2, no. 1, pp. 45-64.
A proliferation of paradigms is occurring in management thought and practice, defining paradigms as means of understanding the world and a basis for informing action. Frequent paradigm shifts are essential for survival in a business context of constant innovation. While the idea of paradigms has been widely received in management, it has been so more as a contested than a settled domain. Management paradigms are far more numerous than those of the natural sciences that Kuhn studied. Kuhn expected the long periods of normality to be marked by an absence of paradigmatic questioning and strife. In management, at any time, there are a number of competing paradigms available. Kuhn was concerned to chart how changing realities of investigation were tied up with changing perceptions. In business the focus has been much more on the changing realities rather than changing perspectives. In any system that is ecologically interdependent, if you change any paradigmatic part then you change the whole. When there is sufficient change and fluidity in a system then we can speak of a 'paradigm shift' : that period when a shift occurs from one paradigm set to another, the transition from one wave to the next. In these conditions uncertainty and ambiguity will apply. Discontinuous change is a step shift in the rate of change that invalidates existing assumptions and begins to transform the rules of competition.
Cunha, M.P.E., Vieira da Cunha, J. & Clegg, S.R. 2000, 'Management: Thesis, Antithesis, Synthesis', FEUNL Working Paper, no. 395.
Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimality and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.
Garrick, J. & Clegg, S. 2000, 'Knowledge work and the new demands of learning', Journal of Knowledge Management, vol. 4, no. 4, pp. 279-286.
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The idea of knowledge work has been around for some time. Mintzberg spoke about 'knowledge intensive firms outlining differences between knowledge intensive organizations and professional bureaucracies. A professional bureaucracy, for instance, typically relies on standardized knowledge, skills and routines, relying on typical professional features: codification, strong and clearly defined professional associations and codes of ethics. In the past professional identities have been shaped by (at least) symbolic association with such features. With sweeping changes to professional life and organization, many 'knowledge workers no longer belong to any of the traditional disciplinary professions. Cross-disciplinary approaches are often now in favour and the symbolism that might have once reinforced professional identity has all-but been replaced by the new competencies required in the high-tech era: extensive communication, problem-solving and coordination skills. The labour market is not stable and, as Mintzberg aptly put it, 'knowledge intensity has become a premium product. © 2000, MCB UP Limited
Clegg, S. 2000, 'Theories of Power', Theory, Culture & Society, vol. 17, no. 6, pp. 139-147.
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Clegg, S. 1999, 'Globalizing the Intelligent Organization: Learning Organizations, Smart Workers, (not so) Clever Countries and the Sociological Imagination', Management Learning, vol. 30, no. 3, pp. 259-280.
This article contrasts exploratory with exploitative learning, in order to argue for the importance of both - not just the latter. It considers three case studies briefly: Microsoft, Berlei and Patricks. While Microsoft may often be thought of as the epitome of an 'intelligent' organization, the company has a reputation for unreliable products. Although the employees at the Lithgow plant of Berlei achieved world's best practice, their jobs were exported offshore, on the basis of the learning that they had achieved for the company. In the case of Patricks we can see the effect of managerial cleverness (advised by some of the best legal and accounting expertise available), producing fundamentally flawed attempts at re-organization that failed to consider the social, political or organizational dimensions or consequences of the type of learning unleashed. At the same time, this article argues a particular case for organization studies that situates itself within a classical tradition of sociology that stretches from Max Weber, through C. Wright Mills, to the present.
Orssatto, R.J. & Clegg, S.R. 1999, 'The political ecology of organizations: Toward a framework for analyzing business-environment relationships', Organization and Environment, vol. 12, no. 3, pp. 263-279.
The authors propose a framework to analyze the terrain of political relationships and actions in which environmental strategies and practices are embedded. The framework constitutes the political ecology of organizations. The concept of an organizational field is proposed as the optimal level for the analysis of business-environment relationships. Central to the framework is an anatomy of power (a mapping of the structuring of power relations). The framework is applied to the automobile industry. Initially, the influential approach of double dividends is analyzed from the perspective of political ecology. The main theoretical elements of the framework are subsequently introduced by using empirical examples of experiments with alternative cars (lightweight electric vehicles) and modes of transportation (car sharing) drawn from the Western European context. Through the use of the framework, one can identify the pressure points that are capable of fundamentally transforming the automobile system and, more generally, other macro systems of production and consumption.
Clegg, S.R., Linstead, S. & Sewell, G. 1999, 'Only Penguins: A Polemic on Organization Theory from the Edge of the World', Organization Studies, vol. 20, no. 7, pp. 103-117.
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The paper is a reflection on some of the conditions associated with being an Australian Management scholar in the Organization Studies field. © 1999, Walter de Gruyter. All rights reserved.
Clegg, S.R. 1998, 'Communication, power and organization', Organization Studies, vol. 19, no. 3, pp. 517-518.
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George, R. & Clegg, S.R. 1997, 'An inside story: Tales from the field - Doing organizational research in a state of insecurity', Organization Studies, vol. 18, no. 6, pp. 1015-1023.
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Doing successful organizational research is difficult. Doing the same in difficult circumstances proves worthy of discussion. This short paper illustrates the realities experienced by a management researcher while doing doctoral field work in Sri Lanka.
Hardy, C. & Clegg, S. 1997, 'Relativity Without Relativism: Reflexivity in Post-Paradigm Organization Studies', British Journal of Management, vol. 8, no. 2 SPEC. ISS..
This paper shows how organization studies controls the subject through its use of representational devices. Different theoretical and methodological approaches may appear to offer epistemological guarantees concerning the validity of data about the research subject but they remain representations, beyond which we can know nothing except through representation. Research is not about wrenching truth from a recalcitrant 'reality': the devices it uses to represent its research subject create and control in the way they silence to give voice to aspects of that subject. All data are 'collaborative products' created in accordance with the practical procedures and background assumptions of the participating actors' (Knorr-Cetina, 1981). Thus the relations between research subject, researcher and the protocols that comprise the research process both embody and obscure power. For this reason, it is important that theory strives for a high degree of reflexivity (Marcus, 1994) in accounting for its own theorizing, as well as whatever it is that it theorizes about. In this paper, we critically examine different research approaches, including those of Aston, to show the dangers that can arise when research is carried out without regard to reflexivity. We offer some criteria for carrying out reflexive research which, we believe, is one of the major challenges facing post-paradigm organization studies. As we shall see, reflexivity shows us how far we have come in the thirty years since Aston.
Clegg, S. 1996, 'American anti-management theories of organization: A critique of paradigm proliferation', Australian Journal of Management, vol. 21, no. 2, pp. 195-205.
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Clegg, S.R. 1995, 'Commentaries: Parkers Mood', Organization Studies, vol. 16, no. 4, pp. 565-571.
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Jermier, J. & Clegg, S.R. 1994, 'Critical issues in organization science: A dialog', Organization Science, vol. 5, no. 1, pp. 1-13.
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Clegg, S.R. 1992, 'Postmodern Management?', Journal of Organizational Change Management, vol. 5, no. 2, pp. 31-49.
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Rouleau, L. & Clegg, S.R. 1992, 'Postmodernism and Postmodernity in Organization Analysis', Journal of Organizational Change Management, vol. 5, no. 1, pp. 8-25.
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Chua, W.F. & Clegg, S. 1990, 'Professional closure - The case of British nursing', Theory and Society, vol. 19, no. 2, pp. 135-172.
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Baxter, J., Boreham, P., Clegg, S.R., Emmison, J., Gibson, D.M., Marks, G.M., Western, J. & Western, M. 1989, 'The Australian Class-structure - Some Preliminary-results From The Australian Class Project', Australian And New Zealand Journal Of Sociology, vol. 25, no. 1, pp. 100-120.
This paper describes the class structure of the Australian workforce in terms of the theoretical approaches developed by Erik Olin Wright. The two class profiles presented and discussed are Wright's contradictory class location schema and his second schema based on the exploitation of assets. The distributions of class according to occupational group, gender and age are also discussed
Boreham, P., Clegg, S.R., Emmison, J., Marks, G.M. & Western, J. 1989, 'Semi-peripheries Or Particular Pathways - The Case Of Australia, New-zealand And Canada As Class Formations', International Sociology, vol. 4, no. 1, pp. 67-90.
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Clegg, S.R. 1989, 'Radical revisions: Power, discipline And organizations', Organization Studies, vol. 10, no. 1, pp. 97-115.
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Clegg, S.R. 1988, 'The Good, The Bad And The Ugly', Organization Studies, vol. 9, no. 1, pp. 7-13.
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Higgins, W. & Clegg, S.R. 1988, 'Enterprise calculation And manufacturing decline', Organization Studies, vol. 9, no. 1, pp. 69-89.
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Mchoul, A. & Clegg, S.R. 1987, 'Language And Institutional Reality - Reply And Response', Organization Studies, vol. 8, no. 4, pp. 363-374.
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Clegg, S.R. & Higgins, W. 1987, 'Against the current: Organizational sociology and socialism', Organization Studies, vol. 8, no. 3, pp. 201-221.
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Clegg, S.R. 1987, 'The Language Of Power And The Power Of Language', Organization Studies, vol. 8, no. 1, pp. 61-70.
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Clegg, S.R. 1987, 'A Response to McHoul', Organization Studies, vol. 8, no. 4, pp. 373-374.
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Clegg, S. 1976, 'Power, theorizing, and nihilism', Theory and Society, vol. 3, no. 1, pp. 65-87.
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Other

Logue, D.M., Clegg, S. & Hollerer, M. 2016, 'Inter-institutional Collaboration for Social Innovation: The Case of Social Impact Bonds as Translational Devices'.

Reports

Burdon, S.W., Clegg, S.R. & Weiss, R. Faculty of Business, School of Management, University of Technology, Sydney 2004, Outsourcing: The untold success Story - Competitive Advantage from Best Practice, pp. 3-78, Sydney, Australia.