Faculty performance assessments increasingly use the h-index. Designed to account for publication quantity and effect, the h-index informs organizational discussions and internal narratives. However, its use in business schools is problematic for two reasons. First, tension exists between the positivist approach of management and the reflexive approach of critical management studies. Second, the use of the h-index is hegemonic, privileging one group and construct over another. Given the power asymmetry between senior and junior faculty, discussions around one’s h-index could be unavoidable. Using Google Scholar, this study compared the h-index values of those in critical management studies with those in management. Examining these data descriptively revealed that the h-index of those in critical research were greater than those in management at the assistant, associate, and full professor levels. Incorporating these findings, even if skeptical of positivism, is constructive for the advancement and continuation of critical business research.

One ongoing theme in management theory focuses on mitigating the dehumanizing effects of organizational systems and related forms power over employees. Perhaps paradoxically, the alienating tendencies of neoliberalism resulted in various humanist and emancipatory theories intended to mitigate that alienation, which operate in a way that almost exclusively benefits the organization and subtly yet profoundly subjugates the worker. Critiques of contemporary management theory and practice, most notably by critical management studies and psychoanalytic theory, made important contributions in revealing many of the pernicious mechanisms and resulting effects of human relations approaches. However, in our assessment these critiques still struggle to respond to the emergent socioeconomic and political structures of neoliberalism. As an alternative, this article considers Deleuze and Guattari’s (1987) work on faciality in order to re-examine the form and function of those structures in a way that explains their perniciousness and suggests that there is a space within those structures for a more liberated form of subjectivity.

When asked to serve on the TAMARA Editorial Board, we were honored. To be able to work and theorize with colleagues in such diverse and important fields as organizational science, critical postmodernism, green theory and left economics was a rare treat. We come from the tradition of "critical pedagogy." For us, critical pedagogy stands at the nexus of critical/postmodern/poststructuralist theories, multicultural theories, cultural studies and struggles for social justice and a progressive politics within education. And truly, we expect to learn more from our TAMARA colleagues and submitters than they will from us. And to then be asked to react to the important research presented in "Think Global, Act Local," by de Cieri, Wolfram Cox & Fenwick, was even more of an honor; for these researchers truly "push the envelope" of organizational science-specifically, by examining "critical participation" within the context of "strategic international human resource management" (SIHRM). In this essay, we choose to react to de Cieri, Wolfram Cox & Fenwick by going "old school." For us, critical pedagogy began with el abuleito, intelectual, Compañero Paulo Freire. While he was Brazilian, and we are Chicano and European American, as left educationalists, we feel an enduring political, cultural and educational bond with Freire. Although he died in 1997, his connection to all educational progressives, and all who are interested in advancing struggles for social justice and dignity among all women and men, we must always remember the legacy and importance of his years of living his theory and theorizing his practice.

In this paper, we examine the implications of ethnocentrism and paternalism in teaching approaches for the field of strategic international human resource management (SIHRM), as an example of management studies. We argue that the teaching of SIHRM has been approached in a colonizing fashion, joining and extending the territories of human resource management and organizational strategy through the definition and teaching of a new language and conceptual vocabulary. We explore philosophical approaches and processes involved in teaching SIHRM, and consider implications of pedagogical developments in this field of management education.

In July 2005, the 4th International Critical Management Studies Conference was held at
Cambridge University and it contained a stream on space and time in organizations. In the
call for papers, the stream convenors -- the editors of this special issue -- made it clear,
that outstanding papers would be considered for publication in this journal and the
Journal of Organizational Change Management (see Carr & Hancock, 2006). The papers
in this volume represent what the editors' and reviewers' believe were outstanding
papers that raised significant issues for organization studies beyond a tight focus on the
management of change.

The topic of managerialism has in recent years received significant attention in the critical management studies field. However, this paper proposes that there are largely unrecognized conceptual disagreements hampering progress in understanding the nature of managerialist influence at work and in society in general, and in developing political strategies to combat the negative effects of managerialist ideology in those domains. The 'expansive' view presents managerialism as a sweeping hegemonic force that dominates society, whereas the 'focused' view argues for a much more limited scope of influence and focuses on a more empirical view of managerialism's effects. The purpose of this paper is to argue for the existence of these two points of view, to describe their differences, and also common ground between them that can constitute the basis for productive engagement between them that might lead to a critical perspective on managerialism that will help further CMS's emancipatory mission.

This paper draws on literature in the fields of organizational studies, industrial relations, and industrial sociology to attempt to address 'new paradigm' managerial initiatives that espouse sentiments of unitarism in their discourse from a UK perspective. The specific focus of this theoretical investigation is the output of the proponents of the 'Learning Organization'. It is argued that in such organizations, employers attempt to control and induce behavioural change in employees through the use of reorganization and instrumental discourse. Managerial commentators and theorists have written much about what the implementing agents' expectations are of the outcomes of such organizational initiatives. Among these expectations is that the new initiative will bring about a radical change in attitudes in the workplace and that unitarism will prevail. However, an as yet underdeveloped area of study is what happens when the subjects (i.e. employees) receive the initiative, the potential for counter-ideology and resistance to the initiative, and the forms resistance may take. It is these latter two issues that this paper concentrates on. Ultimately, the paper seeks to present a conceptual investigation of pluralism within, and the nature and implications of resistance in, the Learning Organization. An allusion to Beaumarchais' `Figaro' is used to illustrate the arguments.

This paper reflects upon the 'goodness' or 'ethics' of Critical Management/Critical Organisation Studies (COS) research practices. I argue that academic representations of others entail an ethical responsibility to the researched, a responsibility that COS is, as yet, insufficiently exploring. Reflecting upon my own research with those who have colluded in discrimination and Stanley and Wise's (1979) research on obscene telephone callers, I explore the nature and limits of responsibility when researching those who have acted reprehensibly. I end by arguing that COS "owe(s) some responsibility to 'the researched' of all kinds, whether we morally approve of them or not" (Stanley and Wise 1993:177).

Traditional structural-functional approaches to organizational change, as well as critics of those approaches, often offer overly structured and rationalised views of how change occurs. This paper attempts to build upon processual studies of change and critiques of overly hegemonic views of managerial control by seeking to capture the complex, emotive and fluid character of organisational 'changing'. In pursuit of this aim, the paper documents these characteristics of change through a personalised ethnography of a micro-incident -- a critical change meeting -- in an Australian steel making plant undergoing cultural change. In conclusion, it is argued that even the more sophisticated studies of the emergent process-like character of organisational change fail to fully capture the ambiguous, ironic, emotional, and uncertain character of events in the 'blender' of change.

This article revisits and seeks to add to some of the author's earlier work to highlight, once again, the manner in which art is able to return our gaze and induce critical reflection. In line with Herbert Marcuse's notion of "The Great Refusal", it is suggested that art has the potential to help us 'see' anew that which is familiar, the everyday, the banal. Drawing upon the work of the surrealist art movement, the paper highlights the manner in which an "estrangement-effect" is created that gives us sufficient distance to reflexively consider the taken-for-granted. The techniques used by the surrealists are shown to have their parallels in the work of some who occupy a 'space' in the field of organisation studies. The author argues the case that the field of organisation studies needs to recognize and protect this space of refusal.

This special number of Tamara presents papers on systems, (im-)possibilities and possibilities of listening, which is a very rich theme, needing exploration. The articles are less applied and more experimental. They reflect the interest in applied philosophy found in portions of organizational and management studies in Europe.

This paper outlines the contours of the global network society and then searches for ‘the masters’ of this emerging environment. Judging from the management talk on flexible, decentralized and adaptable networked enterprises, these masters are found in the large global corporations, but closing in on practice, evidence rather points in the direction of illegal, or partly illegal, global networks. In the paper, we use global trafficking networks as the benchmark example, arguing that they are the real masters of the global network society and that they show us in which direction large global corporations might be heading. This raises several issues, of which the role and responsibilities of business researchers and business studies are discussed. We present three kinds of arguments to why we should study global trafficking networks – the ideologist, the scientific and the moral argument. The position advocated in the paper holds that the two first cannot be left to their own destinies; they need to be assessed on moral grounds.

This paper aims to analyse the implications of negotiating ethnographic research access following research ethical codes and remain coherent with Critical Management Studies (CMS) principles. Through this reflective account, we seek to address the field of Organisation Studies (OS), where ethnographic research access has attracted little theoretical scholarly attention, and also to contribute to the renewed focus on ethical research practice within CMS literature. In addition, we also aim to contribute to broader debates about qualitative research practices by highlighting the ethical implications of establishing formal research access and to analyse the dilemmas that arise from the conflict between prescriptive ethical codes and researcher’s own conscience when carrying out field research. Rather than calling for a new, revised code of ethics, we appeal for a more open and honest debate about the pragmatic realities of critical, organisational ethnographic research.

The association of critique with distant historical sources has been highlighted by Michel Foucault. At the heart of what Foucault calls the ‘critical attitude’ are notions of parrhesia or philosophical criticism with roots in pagan antiquity. This article discusses the significance of these ancient sources for critical management studies. Recent times have seen a revival of interest in critique in this sense, suggesting powerful ways of framing the tasks of critique. Yet we suggest there may be other uses for the Socratic example in management criticism than have hitherto been recognised. We emphasize the distinctive challenges of critique today, turning to Michel Foucault and C.Wright Mills- both indebted to Socrates but as more than mere followers – to illustrate a tactical sensibility that can be of help to the challenges of management criticism today.

In the past years we observed changes in the structures of knowledge production. The new mode of research expects intensive collaboration among multiple stakeholders in order to ensure the social relevance of knowledge. Such a development has led many theorists to question the epistemological status of findings, and the relevance of such studies, since this mode of research might transpire rather alarmingly to serve the interests of a small influential group. By discussing the two views, the paper sides with the argument that science has evolved into a closed, self-governed system; thus, any change in the governance of knowledge production puts at stake its status and role in society –which is to serve the ‘public good’. In the same line of argument, it seconds that the ethical construction of knowledge has to become the scientists’ main concern, who need to be conscious not only of positive, but also of negative implications of their findings. Finally, the paper concludes with a number of suggestions, which may contribute to the ethical construction of knowledge.

This reflection adopts a critical approach to critique the Excellence Literature‘ in management, taking a Nietzschean perspective on nihilism Nihilism is often seen as a negative state, and the work of White (1990) suggests that there are different forms of nihilism which we argue have consequences for the nature of management. Two case studies and an illustration of issues encountered in the authors‘ direct experience serve to illustrate these forms.We are also concerned in our roles as management educators‘ as to the implications for our classroom practice, where we seek to engage in what has been described as critical management development‘. Thus, the paper concludes by questioning why approaches such as the Excellence‘ literature are still so prominent in MBA programmes.

The issue of workplace identity – how and why employees develop an attachment with and affinity for aspects of their work environment, and how work and non-work influences interact in the identification process, is a topic of substantial interest among both critical and ‗mainstream‘ management studies researchers (cf. Marks & Thompson, 2010). However, these streams of research have largely developed separately, with little cross-fertilization of ideas. This is also true of developments within the criticalmanagement community (e.g., between labour-process and postmodernist approaches). This paper seeks to remedy this situation by analyzing what I call ‗contextualist‘, ‗discursive‘, and mainstream approaches to the study of identity, with an eye towards synthesizing their best ideas. This may help management scholars to develop an understanding of identity that will empower lower-level employees at work.

Poetry and its use in the workplace has seen a growing interest in recent years, being used as a way to help those who work in organisational settings to explore and tell their stories. These can speak directly to individuals through the works of others or can emerge from organisational contexts to enable them to make sense of their own particular situations. Poetry has been used to explore, for example, organisational management practices, leadership, performance management, and to aid creative development and problem solving. It has also provided a means for individuals to understand how they interact with their organisational settings, or in some cases as a way to undertake research. Those who write poetry engage in the world as a way to allow their voice and those of others to be heard, as they explore and come to terms with their situated reality. This paper will therefore discuss the use of poetry in the workplace, before presenting three poems that use memory and metaphor to engage with organisational realities. It will then offer reflections and implications for organisational studies, before concluding that poetry provides a way to explore the hidden worlds of organisations that are often ignored or remain silent in the milieu of the taken for granted organisational rhetoric, and conversations.