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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, Centre for Management and Organisation Studies
BSc (Hons) (Aston), PhD (Bradford)
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Phone
+61 2 9514 3934

Research Interests

Organisation and Management Theory, Power, Theory, and Projects

Can supervise: Yes

Research, Organisation Studies, Power, Theory

Books

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., Cunha, M.P.E. & Clegg, S.R. 2012, The Virtues of Leadership: Contemporary Challenges for Global Managers.
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© Arménio Rego, Miguel Pina e Cunha, and Stewart Clegg 2012. All rights reserved. The book draws from the Positive Organizational Scholarship approach, a research stream in which the virtues of leaders have been understudied, at least in terms of the holistic approach that we adopt. The book explores how virtues and character strengths may deliver positive organizational performance. It stresses that virtues represent the 'golden mean' between the extremes of excess and deficiency, and discuss the perverse consequences of 'excessive virtuousness'. The book is intended to be neither a sermon nor a collection of pious guidelines aimed to preach virtuous virtuosity to global leaders. Nor is it a sustained attack on capitalism - not because we see no alternative or that it is the only game on the globe but because there are many different kinds of capitalisms and we think it more pragmatically possible to effect reform in these than their transformation into some utopia that, in practice, will never be what it was proposed to be in theory. Capitalism is a meaningless category, we would maintain: what is important is the constitution of different types of capitalisms, in which three complexes of actors - state, civil society and business leaders - play a constitutive role. The book addresses the book primarily to business leaders, seeking to enlighten them as to how to follow a values-based capitalism paradigm, according to which the best companies will fulfil three conditions: (1) they will obey the laws and regulations, (2) they will be guided by enlightened self-interest, and (3) be guided by values that stimulate them to make a positive difference.
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. & Rhodes, C. 2012, Management ethics: Contemporary contexts.
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© 2006 The Academy of the Social Sciences in Australia (ASSA). Ethics has become big business but have businesses become ethical? This is a central question for today's managers. Managing ethics is critical in an era characterized by unprecedented corporate power and a myriad of competing ethical traditions. Giving new insights into the understanding of ethics for today's organization practice and managerial behaviour, this timely volume, edited by well-respected industry authorities, provides an overview and critique of ethics as they relate to contemporary challenges and issues (such as globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation). This book, an essential read for postgraduate students of business and ethics, is organized around the core question: What are the ethics of organizing in today's institutional environment and what does this mean for the practice of management and the organization of business? in response to this, the contributors examine ethics as it is deeply embedded in the everyday practice of management. Interdisciplinary contributions from the fields of sociology, philosophy, management, organization studies and public administration provide unique perspectives, while case studies and real-life examples illustrate the challenges and dilemmas faced in practice. Each chapter has a brief overview and editor's introduction which skilfully summarizes key points and draws connections between the chapters.
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
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., 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

Berendt, B., Dr?gan, L., Hollink, L., Luczak-Roesch, M., Demidova, E., Dietze, S., Szyma?ski, J. & Breslin, J. 2015, 'Preface'.
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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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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Baunsgaard, V.V. & Clegg, S.R. 2015, 'Innovation: A critical assessment of the concept and scope of literature' in The Handbook of Service Innovation, pp. 5-26.
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© Springer-Verlag London 2015. 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.
Dieci, R., He, X.Z. & Hommes, C. 2014, 'Introduction', pp. 1-7.
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© 2014 Springer International Publishing Switzerland. All rights are reserved. This introduction summarises the main contributions of 18 chapters in this book, in addition to two articles (Part I) reflecting Carl's view on a broad range of research-related issues originally published in Italian. The contributed chapters cover the latest developments in Nonlinear Economic Dynamics (Part II), Financial Market Modelling (Part III) and Quantitative Finance (Part IV), the three most active research areas Carl has been involved in.
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. & 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.
Clegg, S.R. & Rhodes, C. 2012, 'Introduction: Questioning the ethics of management practice' in Management Ethics: Contemporary Contexts, pp. 1-10.
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Clegg, S.R. & Rhodes, C. 2012, 'Conclusions: Possible ethics and ethical possibilities' in Management Ethics: Contemporary Contexts, pp. 172-191.
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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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Rooney, D., Hearn, G. & Kastelle, T. 2012, 'Handbook on the knowledge economy, volume two'.
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The second volume of the Handbook on the Knowledge Economy is a worthy companion to the highly successful original volume published in 2005, extending its theoretical depth and developing its coverage. Together the two volumes provide the single best work and reference point for knowledge economy studies. The second volume with fifteen original essays by renowned scholars in the field, provides insightful and robust analyses of the development potential of the knowledge economy in all its aspects, forms and manifestations. - Michael A. Peters, University of Illinois, US. © David Rooney, Greg Hearn and Tim Kastelle 2012. All rights reserved.
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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Murray, B.E. 2011, 'Foreword', pp. xi-xii.
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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.
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. & 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'
Cunha, M.P.E., Da Cunha, J.V. & Clegg, S.R. 2009, 'Improvisational bricolage: A practice-based approach to strategy and foresight' in Handbook of Research on Strategy and Foresight, 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.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', 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.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.
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. & 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.
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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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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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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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.
Haworth, J.T., Haworth, J.T. & Veal, A.J. 2005, 'Introduction', pp. 1-11.
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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 Handbook of Qualitative Research Methods for International Business, pp. 585-587.
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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.
Wang, K., Clegg, S.R., Tang, C. & Fang, Y., '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!.
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Clegg, S.R., 'Théorie des organisations: l'espace perdu?' in Chanlat, J.F., Hussenot, A. & de Vaujany, F.X. (eds), La théorie des organisations: les tendances actuelles.

Conferences

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.
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.
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.
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.
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.
Josserand, E.L., Clegg, S. & Bardon, T. 2013, 'Exploring identity work: Technologies of the self as the missing link', Academy of Management.
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.
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.
Roe, R.A., Waller, M.J. & Clegg, S.R. 2008, 'Introduction', Time in Organizational Research, pp. 1-19.
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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.
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.
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.
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

Josserand, E.L., Clegg, S.R., Mehra, A. & Pitsis, T.S. 2016, 'The transformative and innovative power of network dynamics', Organization Studies, pp. 1-3.
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Logue, D.M., clegg & Gray, J. 2016, 'Social organization, classificatory analogies and institutional logics: Institutional theory revisits Mary Douglas', Human Relations.
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.
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.
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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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 and Organization, vol. 21, no. 1, pp. 17-36.
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Copyright © 2015 Cambridge University Press and Australian and New Zealand Academy of Management. In this paper, we examine the increasing global attention being given to the German organizational form of the Mittelstand over the past decade. We do so, especially, in consideration of the construction of Australian analogues to the Mittelstand. Such translations have been posited as a solution to the current crisis facing Australian manufacturing. Translation out of context always poses problems: can a specifically national form of organization, such as the German Mittelstand, be something that can, potentially, be translated to other nations and industrial contexts? The Australian case offers an empirical setting in which to explore understandings of transnational translation of management innovations. Our findings demonstrate how globally theorized models subject to translation align abstract value orientations with local templates. Our discussion focuses on the translation of a Bavarian model of organization into very different locations, such as Geelong, Australia.
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 Journal, vol. 33, no. 1, pp. 9-18.
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Logue, D.M. & Clegg, S.R. 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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© 2015, © The Author(s) 2015. 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.
Clegg, S.R. 2015, 'The Polyarchic Organization: Internal Contention In The Workplace And The Construction Of A New Political Structure', Research in the Sociology of Organizations, vol. 35, pp. 55-80.
Adelstein, J. & Clegg, S. 2015, 'Code of Ethics: A Stratified Vehicle for Compliance', Journal of Business Ethics.
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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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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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Seremani, T.W. & Clegg, S. 2015, 'Postcolonialism, Organization, and Management Theory: The Role of "Epistemological Third Spaces"', Journal of Management Inquiry.
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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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© 2015 Elsevier Ltd. 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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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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Adelstein, J. & Clegg, S. 2014, 'And rewind! Recycling discourses of knowledge work and knowledge society', Management & Organizational History, vol. 9, no. 1, pp. 3-25.
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Simpson, A.V., Clegg, S. & Pitsis, T. 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. © 2013 Springer Science+Business Media Dordrecht.
Smith, S., Winchester, D., Clegg, S.R. & Pang, V.Y. 2014, '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.
Simpson, A.V., Clegg, S. & Pitsis, T. 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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© The Author(s) 2014. We explore the use of compassion as a technology of power and subjectivity within organizations. Using a genealogical method, we trace the history of concern with compassion in organizations as a mode of employee discipline. The article applies a perspective developed from Foucault, focused on power/knowledge relations and the role that they play in the formation of the subject in organizations. Organizational compassion has been constantly re-defined and re-evaluated according to changing organizational objectives for shaping employee subjectivity. While one may think of compassion as a 'good' phenomenon, we counsel caution against doing so in all contexts as a generic endorsement of a 'positive' agenda. As we show, compassion may be a mode of power.
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. 287-310.
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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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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. 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. © 2014 Taylor & Francis.
Pitsis, T.S., Sankaran, S., Gudergan, S. & Clegg, S.R. 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.
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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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Clegg, S., Pina e Cunha, M., Rego, A. & Story, J. 2014, 'Powers of Romance: The Liminal Challenges of Managing Organizational Intimacy', Journal of Management Inquiry.
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Cunha, M.P.E., Neves, P., Clegg, S.R. & Rego, A. 2014, 'Tales of the unexpected: Discussing improvisational learning', Management Learning.
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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. 566-576.
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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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Nikolova, N., Clegg, S., Fox, S., Bjørkeng, K. & Pitsis, T. 2013, 'Uncertainty reduction through everyday performative language work', International Studies of Management and Organization, vol. 43, no. 3, pp. 74-89.
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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. © 2013 M.E. Sharpe, Inc.
Lancione, M. & Clegg, S. 2013, 'The Chronotopes of Change: Actor-Networks in a Changing Business School', Journal of Change Management, vol. 13, no. 2, pp. 117-142.
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Clegg, S.R., Pina e 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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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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Vad Baunsgaard, V. & Clegg, S. 2013, ''Walls or 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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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. & 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. © 2013 John Wiley & Sons Ltd.
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., Clegg, S.R. & Freeder, D. 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. © 2013 © 2013 Taylor & Francis.
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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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. & van 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. 621-621.
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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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Cunha, M.P.E., Clegg, S.R. & Kamoche, K. 2012, 'Improvisation as 'real time foresight'', Futures, vol. 44, no. 3, pp. 265-272.
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Courpasson, D., Dany, F. & Clegg, S. 2012, 'Resisters at Work: Generating Productive Resistance in the Workplace', Organization Science, vol. 23, no. 3, pp. 801-819.
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Johnston, J. & Clegg, S. 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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Deroy, X. & Clegg, S. 2012, 'Contesting the Champs-Elysées', Journal of Change Management, vol. 12, no. 3, pp. 355-373.
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Clegg, S., e Cunha, M.P. & 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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Cunha, M.P.E., Clegg, S., Rego, A. & Lancione, M. 2012, 'The organization () as a state of exception: the case of the S-21 extermination camp, Phnom Penh', Journal of Political Power, vol. 5, no. 2, pp. 279-299.
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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. & Josserand, E. 2012, 'Exploring identity construction from a critical management perspective: a research agenda', M@n@gement, vol. 15, no. 4, pp. 351-351.
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Boersma, K. & Clegg, S. 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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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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Helin, S., Jensen, T., Sandström, J. & Clegg, S. 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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Deroy, X. & Clegg, S. 2011, 'When events interact with business ethics', Organization, vol. 18, no. 5, pp. 637-653.
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Kornberger, M. & Clegg, S. 2011, 'Strategy as performative practice: The case of Sydney 2030', Strategic Organization, vol. 9, no. 2, pp. 136-162.
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Carter, C., Clegg, S. & Wåhlin, 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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Pina e Cunha, M., Rego, A. & Clegg, S. 2011, 'Pot, alias Brother Number One: Leaders as instruments of history', Management & Organizational History, vol. 6, no. 3, pp. 268-286.
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Cunha, M.P.E., Rego, A. & Clegg, S. 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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Kornberger, M., Kreiner, K. & Clegg, S. 2011, 'The value of style in architectural practice', Culture and Organization, vol. 17, no. 2, pp. 139-153.
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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/
Pina e Cunha, M., Clegg, S.R. & Mendonca, S. 2010, 'On serendipity and organizing', EUROPEAN MANAGEMENT JOURNAL, vol. 28, no. 5, pp. 319-330.
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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.
Carter, C., Clegg, S. & Kornberger, M. 2010, 'Re?framing strategy: power, politics and accounting', Accounting, Auditing & Accountability Journal, vol. 23, no. 5, pp. 573-594.
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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. 2010, 'Using Foucault to make strategy', Accounting, Auditing & Accountability Journal, vol. 23, no. 8, pp. 1012-1031.
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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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e Cunha, M.P., Guimarães-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. © 2010 Springer Science+Business Media B.V.
Clegg, S. 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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Rhodes, C., 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 addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur's 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. © Springer Science+Business Media B.V. 2009.
Brown, A.D., Kornberger, M., Clegg, S.R. & Carter, C. 2010, ''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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van Marrewijk, A., Veenswijk, M. & Clegg, S. 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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Clegg, S. & 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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Gustavs, J. & 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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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', Journal of Power, vol. 3, no. 2, pp. 227-242.
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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. & Pitsis, T. 2009, 'Becoming (a) Practice', Management Learning, vol. 40, no. 2, pp. 145-159.
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Gordon, R., Kornberger, M. & Clegg, S.R. 2009, 'POWER, RATIONALITY AND LEGITIMACY IN PUBLIC ORGANIZATIONS', PUBLIC ADMINISTRATION, vol. 87, no. 1, pp. 15-34.
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Gordon, R., Clegg, S. & Kornberger, 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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Clegg, S. 2009, 'Foundations of organization power', Journal of Power, vol. 2, no. 1, pp. 35-64.
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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.
Pina e Cunha, M., Clegg, S.R. & Rego, A. 2009, 'An Essay on Archaic Postmodernity: The Case of Portugal', Management Research: Journal of the Iberoamerican Academy of Management, vol. 7, no. 3, pp. 191-201.
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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. & van Iterson, A. 2009, 'Dishing the dirt: gossiping in organizations', CULTURE AND ORGANIZATION, vol. 15, no. 3-4, pp. 275-289.
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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. © 2007 Elsevier Ltd and IPMA.
Carter, C., Clegg, S.R. & Kornberger, M. 2008, 'So!apbox: Editorial essays: Strategy as practice?', Strategic Organization, vol. 6, no. 1, pp. 83-99.
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van Iterson, A. & Clegg, S.R. 2008, 'The politics of gossip and denial in interorganizational relations', HUMAN RELATIONS, vol. 61, no. 8, pp. 1117-1137.
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Pina e Cunha, M., Cabral-Cardoso, C. & Clegg, S. 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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Messner, M., Clegg, S. & Kornberger, M. 2008, 'Critical practices in organizations', JOURNAL OF MANAGEMENT INQUIRY, vol. 17, no. 2, pp. 68-82.
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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. 2008, 'S-A-P zapping the field', Strategic Organization, vol. 6, no. 1, pp. 107-112.
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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., Clegg, S. & 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. 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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Turcotte, M.F.B., Antonova, S. & Clegg, S.R. 2008, 'Power and learning in managing a multi?stakeholder organization: an initiative to reduce air pollution in Ontario, Canada, through trading carbon credits', Journal of Power, vol. 1, no. 3, pp. 317-337.
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Clegg, S.R. 2008, 'Ten propositions concerning security, terrorism and business', Global Business and Economics Review, vol. 10, no. 2, pp. 184-184.
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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.
Wang, K.Y. & Clegg, S. 2007, 'Managing to Lead in Private Enterprise in China: Work Values, Demography and the Development of Trust', LEADERSHIP, vol. 3, no. 2, pp. 149-172.
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Clegg, S., Kornberger, M. & Rhodes, C. 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. © 2006 British Academy of Management.
Clegg, S.R., Rhodes, C. & Kornberger, 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. Copyright © 2007 SAGE Publications.
Clegg, S., Kornberger, M. & Rhodes, C. 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 relationship between management and control. Drawing on Derrida's discussions of undecidability and responsibility, we suggest that as well as being able to consider organizational decision-making as an instance of (albeit bounded) rationality or calculability, it can also be regarded as a process of choice amongst heterogenous possibilities. On that basis, we follow Derrida in arguing that for a decision to be considered an instance of responsible action it must be made with neither recourse to knowledge of its outcome nor to the application of pre-ordained rules. Illustrating our argument with a discussion of Eichmann's 'I was just following orders' defence, we suggest that rules for ethical decision making, rather than ensuring ethical outcomes, can work to insulate organizations from moral responsibility. We conclude with a discussion of ethics and democracy in relation to responsible decision making in organizations. © 2007 The Authors. Journal compilation © 2007 The Editorial Board of The Sociological Review.
Quist, J., Skålén, 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. © 2007 Elsevier Ltd. All rights reserved.
Schwarz, G.M., Clegg, S., Cummings, T.G., 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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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. 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?
Clegg, S.R., Kornberger, M., Carter, C. & Rhodes, C. 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 unreflective practices, and three-dimensional power or hegemony. Surprisingly, even after the Marxist scaffoldings that supported such claims have been deconstructed - both practically and theoretically - there are still current contributions to management thought that seek to resuscitate the same critiques, often under the rubric of Critical Management Studies. These representations seem increasingly bizarre, given the theoretical currents emanating from post-structuralist and postmodern thought that have been emergent in recent years, associated ideas such as polyphony, difference, deconstruction and translation. In this article we draw on these sources to produce a different representation of management - one that we would argue acts as an effective counter-factual to that which provides support to some of the central tendencies manifest in critical approaches to management. Rather than seeing modern management as necessarily a totalitarian practice, one that should necessarily be subject to a negative critique, we would argue that, at its best, it enables polyphony rather than tyranny, and the possibility to be both critical and for management. Copyright © 2006 Sage Puplications.
E Cunha, M.P., Clegg, S.R. & Kamoche, K. 2006, 'Surprises in management and organization: Concept, sources and a typology', British Journal of Management, 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. © 2005 British Academy of Management.
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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Kornberger, 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 différend. © 2005 Elsevier Ltd. All rights reserved.
Ibarra-Colado, E., Clegg, S.R., Rhodes, C. & Kornberger, 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 in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way we see ethics as a practice that is powerfully intertwined in an individual's freedom to make choices about what to do and who to be, and the organizational context in which those choices are situated, framed and governed. © Springer 2006.
Courpasson, D. 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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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.
Carter, C., Clegg, S., Kornberger, M., Mueller, F. & Contardo, I. 2006, 'Sketches of Spain: The Politics of Fashion', Management Research: Journal of the Iberoamerican Academy of Management, vol. 4, no. 3, pp. 205-212.
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Josserand, E., Teo, S. & Clegg, S. 2006, 'From bureaucratic to post-bureaucratic: 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 post-bureaucratic 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". © Emerald Group Publishing Limited.?
Clegg, S. 2006, 'The bounds of rationality: Power/history/imagination', Critical Perspectives on Accounting, vol. 17, no. 7, pp. 847-863.
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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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Clegg, S.R., Kornberger, M. & Rhodes, C. 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 understanding of organization is simultaneously a question of the organization of understanding, we reflect on the complex interrelation between thinking and organizing. In order to connect the processes of learning and becoming, we consider the concept of organization as space in between order and chaos. We propose a perspective that sees learning not as something that is done to organizations, or as something that an organization does; rather, learning and organizing are seen as mutually constitutive and unstable, yet pragmatic, constructs that might enable a dynamic appreciation of organizational life. Further, we argue that the becoming that is in organizing implies a permanent non-rational movement such that organization can never be rationally defined. copyright © 2005 sage.
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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Clegg, S.R. 2005, 'A life in part', Organization Studies, vol. 26, no. 2, pp. 291-309.
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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 well, in which science, ethics and art blend; sometimes seamlessly, sometimes not. None who live an intellectual and public life are immune to the normal glosses of the sociology of knowledge and this paper provides glimpses, through a personal lens, of what such a gloss might see. It is a glimpse of a life still living and lived; an artist still at work, an agenda still being developed, frozen like a snapshot of an instant - and just as representative. Can a snapshot capture an essence? Sometimes. Whether this does is left to others to judge. Copyright © 2005 SAGE Publications.
Clegg, S.R., Rhodes, C., Kornberger, M. & Stilin, R. 2005, 'Business coaching: Challenges for an emerging industry', Industrial and Commercial Training, vol. 37, no. 5, pp. 218-223.
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Purpose - To identify the distinguishing characteristics and future challenges for the business coaching industry in Australia. Design/methodology/ approach - A telephone survey of business coaching firms was used to identify the main structural characteristics of the industry. Structured interviews with selected business coaches were used to identify the key business and professional issues they faced. Findings - Firms in the business coaching industry in Australia have three main characteristics: most firms are young and small; most are not exclusively dedicated to coaching; and most have a poor appreciation of the competitive environment in which they operate. Practical implications - The research identified three main challenges for the business coaching industry that will need to be addressed if business coaching is to develop further: the challenge of defining standards of service and performance that do not inhibit the flexible and personal orientation of the coaching process; the challenge of developing a more coherent and well understood perception of the nature and benefits of business coaching amongst industry more generally; and the challenge of establishing robust and durable coaching businesses that can take leadership in growing and developing the industry. Originality/value - Business coaching is an emerging industry that is increasingly being used to provide learning-based interventions in organizations. To date there has been little formal research into the nature of this industry or the services it provides. This paper addresses this by examining the "state of play" of business coaching in Australia. © Emerald Group Publishing Limited.
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., Clegg, S. & Kornberger, M. 2005, 'Making interorganizational relationships work: An introduction', Management, vol. 8, no. 4, pp. 69-72.
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Clegg, S.R., Burdon, S. & Nikolova, N. 2005, 'The outsourcing debate: Theories and findings', Journal of Management and Organization, 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. Our 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. Many organisations in the current environment in Australia look at outsourcing not only as a method of increasing efficiency but also as gaining competitive advantage through harnessing the superior specialist skills and experience of the outsourcing provider who takes someone's back office function and transforms them into their front office. A 10% net cost saving was considered necessary by an organisation before embarking on an organisational 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 organisations 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 (i.e. an alliance).
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 death before his ideas had much impact. When they did, they were read in a context and tradition years away from those in which they were conceived. And, ever since, they have been subject to systematic reinterpretation on the one hand and neglect on the other. The paper addresses how one might use Weber today, in terms of his sensitivity to current issues, such as sustainability, as well as the still largely unacknowledged foundation that Weber constructed for contemporary cultural studies. The paper will bring these two themes together, using analysis of contemporary equivalents to the popular culture that formed the basis for some of Weber's own investigations. Copyright © 2005 SAGE Publications.
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. 2005, 'Recovering experience, confirming identity, voicing resistance: The, the internet and counter?coordination', Critical perspectives on international business, vol. 1, no. 2/3, pp. 123-136.
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Clegg, S.R., Kornberger, M. & Rhodes, C. 2004, 'Noise, Parasites and Translation Theory and Practice in Management Consulting', Management Learning, vol. 35, no. 1, pp. 31-44.
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Conventional representations of consulting stress the need to predict possible organizational realities associated with improved economic performance. It is conceptualized as a useful tool from which practice might profit if applied properly. In this article we explore theory as a means by which practice may not so much be honed by well-crafted advice as interrupted and transformed. Further, we propose a parasitical role for the management consultant as a source of 'noise' that disrupts established ways of doing and being by introducing interruptive action into the space between organizational order and chaos. What consulting can do is open up these spaces and create concepts that encourage new possible realities and real possibilities. The relation posited between organization theory and practice has the potential to create new forms of situated organization/organizing through disrupting established practice rather than by creating order. Consultants willing to take the risk of working in the productive space between organization and disorganization have a potential that questions the usual auspices of the enterprise.
Kornberger, 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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In this article, we reflect on architecture and management and organization theory, in terms of their mutual implications. We focus especially on a tacit implication in mainstream organization theory, which has an architectural genesis. In the past, management has been largely undergirded by a Cartesian rationality, one seen most clearly in the argument that structure follows strategy. Architecturally, this Cartesianism is present in the injunction that form follows function. Criticizing this point of view, we argue that organizations should be thought of as material, spatial ensembles - not just cognitive abstractions writ large. Linking space and organization in this way, we reflect on the power that every spatial organization necessarily implies, both in negative and positive terms. After examining existing approaches to this issue, we discuss some positive power implications for management. We introduce the concept of the generative building that, instead of being a merely passive container for actions happening in it, contributes positively towards an organization's capacities. We conclude with a reflection on the impact of the generative building on management and processes of organizing.
Clegg, S. & 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. & Crawford, J. 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. & Rhodes, C. 2004, 'When the saints go marching in: A reply to sturdy, Clark, Fincham and Handley', Management Learning, vol. 35, no. 3, pp. 341-344.
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Josserand, E., Clegg, S., Kornberger, M. & Pitsis, T.S. 2004, 'Friends or foes? Practicing collaboration - An introduction', Management, 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.
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. & 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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Clegg, S.R. & Ross-Smith, A. 2003, 'Revising the Boundaries: Management Education and Learning in a Postpositivist World', ACADEMY OF MANAGEMENT LEARNING & 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.
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Kornberger, M. & Clegg, S. 2003, 'The Architecture of Complexity', Culture and Organization, vol. 9, no. 2, pp. 75-91.
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Carter, C., Clegg, S., Hogan, J. & Kornberger, 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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In this paper we investigate a uniquely complex organizational context - that of the fast-tracked large-scale project management of a significant piece of Sydney 2000 Olympic infrastructure, which we researched in terms of its management through the "future perfect." In a grounded analysis we resolved to track how the future perfect developed in the life of one large, complex project whose uniqueness meant that it was unable to be strategically planned in advance. We tracked the use of what we term "future perfect strategy" through analysis of data collected both in leadership meetings of the directing agency, "PALT" - Project Alliance Leadership Team - as well as in individual interviews that we conducted in and around the project, and through analysis of media coverage. Overall, the project was a success, but some problems arose along the way to completion. Largely, these were focused on issues of social rather than technical construction-something even the most strategic of plans cannot account for. As well as identifying some of the specific mechanisms for encouraging future perfect strategy that were used in the project, including encouraging "strange conversations," "playing end games," "workshopping," and "projecting feelings, concerns and issues," we also suggest some ways that the social construction issues might be handled in the future.
Yuan Wang, K. & Clegg, S. 2002, 'Trust and decision making: are managers different in the People's Republic of China and in Australia?', Cross Cultural Management: An International Journal, 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+683.
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This paper addresses the relationship between organizations and the natural environment from both theoretical and empirical perspectives. In doing so, it contributes in three ways. First, it satisfies the need for more political perspectives in environment-related research. Second, by analyzing the end-of-life vehicle issue that the European automobile industry addressed in the 1990s, the paper satisfies the need of developing research that integrates organizational and field-level analysis. Finally, the use of the political ecology framework for the analysis of the end-of-life vehicle issue contributes to the development of a more politically charged institutional theory in which, as the study shows, both inertia and change in organizational fields depend on circuits of political ecology.
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., da Cunha, J.V. & Cunha, M.P.E. 2002, 'Management paradoxes: A relational view', HUMAN RELATIONS, vol. 55, no. 5, pp. 483-503.
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Chan, A. & Clegg, S. 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 Greenwood's "Disconnects and consequences in organization theory?"', ADMINISTRATIVE SCIENCE QUARTERLY, 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. 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. & Wilson, F. 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.M. & Clegg, S.R. 2001, 'The career motivation of female executives in the Hong Kong public sector', Women in Management Review, vol. 16, no. 1, pp. 12-20.
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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., 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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Hardy, C., Phillips, N. & Clegg, S. 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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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.
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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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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Clegg, S.R. 1995, 'Commentaries: Parkers Mood', Organization Studies, vol. 16, no. 4, pp. 565-571.
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JERMIER, J.M. & CLEGG, S. 1994, 'CRITICAL ISSUES IN ORGANIZATION SCIENCE - A DIALOG', ORGANIZATION SCIENCE, vol. 5, no. 1, pp. 1-13.
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BAXTER, J.H., BOREHAM, P.R., CLEGG, S., EMMISON, J.M., GIBSON, D.M., MARKS, G.N., WESTERN, J.S. & WESTERN, M.C. 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.
BOREHAM, P.R., CLEGG, S., EMMISON, J.M., MARKS, G.N. & WESTERN, J.S. 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. 1989, 'RADICAL REVISIONS - POWER, DISCIPLINE AND ORGANIZATIONS', ORGANIZATION STUDIES, vol. 10, no. 1, pp. 97-115.
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CLEGG, S. 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. 1988, 'ENTERPRISE CALCULATION AND MANUFACTURING DECLINE', ORGANIZATION STUDIES, vol. 9, no. 1, pp. 69-89.
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MCHOUL, A.W. & CLEGG, S. 1987, 'LANGUAGE AND INSTITUTIONAL REALITY - REPLY AND RESPONSE', ORGANIZATION STUDIES, vol. 8, no. 4, pp. 363-374.
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CLEGG, S. & 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. 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., Carter, C. & Kornberger, M., '‘Get up, I feel like being a strategy machine'', European Management Review, vol. 1, no. 1, pp. 21-28.
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Maclean, M., Harvey, C. & Clegg, S., 'Conceptualizing Historical Organization Studies', Academy of Management Review.
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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.