The idea of the reviews section is that it should cross (between and beyond) some of the traditional boundaries of organizational and management 'science'. It will include reviews of published material (paper and web-based), performance, art, installations, architecture, political events, etc. - whatever may contribute to discussion around the themes of particular editions of the journal. The idea about the reviewers is that they should be interesting people with something to say/show/exhibit that will engage the interest and enthusiasm of others. Hence, we are seeking pieces that provoke, stimulate and engage.
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 writing my response, I have chosen a somewhat different tack from the norm. I want to write what the articles moved me to write - not a scholarly criticism, but what the articles caused me to feel, to think, to believe, to express. Essentially, I want to genuinely respond. My response takes the form of what I believe "we" should do in response to David Boje's Tamara Manifesto and to the other articles as they stand as examples of what critical postmodern organization science can do.This I Believe.
Tamara: Journal of Critical Postmodern Organization Science is an interdisciplinary dialog whose time has come. In their Communist Manifesto, written in late 1847, Marx and Engels wrote, "A spectre is haunting Europe - the spectre of communism. All the powers of old Europe have entered into a holy alliance to exorcise this spectre: Pope and Tsar, Metternich and Guizot, French Radicals and German police-spies" (published 1848). The purpose of this essay is to combine Critical and Postmodern perspectives in the study of Organization Science.
TAMARA: Journal of Critical Postmodern Organization Science is about free speech and the relationship between science, organization, critical theory, global power, and postmodern culture.
I am by nature a postmodern storyteller. So I will begin Tamara with a story about conversations.
Vargas-Cetina discusses different forms of misrecognition regarding indigenous people in Chiapas. Indigenous organizations have to adjust their everyday operations to those perceptions from which indigenous people are 'others' who live in a realm different from non-indigenous everyday life. She calls attention to the ways in which misrecognition affects the markets and the long-term viability of indigenous organizations in Chiapas.
Van Uden et al assert that the world is best described as being a complex system, and, through the use of the 'complexity' discourse, students of organizations--organizations being regarded as complex sub-systems of the whole--can benefit from the various complexity science research programs. They argue that complexity theory in this respect is reminiscent of postmodern organization theory.
Mills and Ryan focus on Catholic women's religious orders and relate the legacy of their evolution, and the external forces which shaped them, to the present crises being experienced in such organizations. The authors draw conclusions not only for women inside Catholic religious orders, but for the understanding of management and organizing in general, among other things.
Grimes argues that perspectives on change would benefit from a consideration of literature by and about black women that is little known within organization studies. The author develops categories based on the literature that draw on the goals and assumptions of black women scholars and activists, and considers the ways organizations and research methods could be reimagined.
From contingency theory, resource-dependency theory, evolutionary theory, and institutional theory, it is learned that organizations respond to their external environment. In a postmodern, fluid, and continuously changing capitalism, there are few stable, fixed, and determined positions that can be taken by an organization.
Many journalists describe the Zapatistas' use of media events to influence international public opinion in favour of their organization and its aim to achieve indigenous land reform as the “first postmodern revolution” (Carrigan 2001, 417). These journalists are not simply using a catch phrase, the Zapatista rebellion can be understood to be a postmodern movement in three different ways of examining the social theory: 1) as a polemic against another theory, 2) as a mode of discourse, 3) and as a guide to action (Simmons 2004). The Zapatista National Liberation Army (EZLN) stands as a postmodern polemic against modernism, and globalization. It has asserted itself as an alternative and opposing political force to the Mexican government. The postmodern mode of discourse can explain how the EZLN uses language and new technologies, over guns, to communicate their group's objectives to the repressive Mexican state authorities and to the world at large. However, postmodernism can be a poor guide to action due to its aversion to ideology. The Zapatista rebellion as postmodern revolution is an ongoing struggle and may never achieve its full objectives.
On Friday, April 8, 2005 in Philadelphia, PA at the Standing Conference for Management and Organization Inquiry (SC'MOI), a panel of female sports experts was gathered to answer some interesting and difficult questions regarding females in sports. The panel consisted of the following: Ms. Lynn Tighe, Associate AD/SWA, Villanova University; Ms. Kim Keenan-Kirkpatrick, SWA, Lafayette College; Ms. Dei Lynam, Sports Anchor Reporter, Comcast Sportsnet; Ms. Karen Kopecky, Sports Marketing Manager; Ms. Ryan Heiden, Premium Services Event Manager, Philadelphia Eagles; Ms. Jamie Braunwarth, Compliance Assistant, Atlantic 10 Conference; and Ms. Connie Hurlbut, former Sr. Director of WNBA for Basketball Operations and Patriot League Executive Director. The historical perspective and attitudes of these women varied as did their years of experience and stages of their respective careers. For the purpose of this article the panelists were broken into two groups which were the experienced group (15 or more years in the sport industry) and the up-starts group (5 or less years in the sport industry). Both Ms. Heiden and Ms. Braunwarth were considered up-starts while the remaining panelists were experienced.
This paper deals with understanding, firstly, how economic space-time works as
a structuring paradigm based on the suppression of feminine time with the
inevitable knock-on effects on social or domestic (procreative) life. Because
economic space, as Lefebvre believes, is seductive, it “unleashes desire” by
claiming all time for itself; time must now be reproduced in such a way that it can
open outwards to social dimensions rather than closing them off.
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 relation between the development of theories of management and organization, on one hand, and the notion of time, on the other, is perhaps best characterised by the role taken by time researchers to develop and educate the research field of management and organization.
The question of how organizations are produced has been an ongoing theoretical puzzle within organization studies. In order to explain this question an increasing number of organization theorists have turned to the structuration theory of Anthony Giddens. Indeed it has been widely used to examine a whole range of organization phenomena such as structure (Ranson, Hinings & Greenwood, 1980), control (Clegg, 1981), discourse (Heracleous & Barrett, 2001), technology (Orlikowski, 1992), and institutions (Barley & Tolbert, 1997). In this paper we would like to call into question this increasingly popular approach. In particular we would like to explore some of the limits of structuration theory. We would like to argue that social reproduction of organization involves the reproduction of space and time. By doing so, we would like to put issues of time and space right at the centre of debates about structuration and social reproduction
Two influential perspectives in organizational studies that focus on different aspects of enabling, constraining, and forming organizational action are the notion of sensemaking and the influence of material objects on organizational functioning. This paper explores the coupling of these two perspectives, which often are seen as opposite. Based on evidence from two case studies, we argue that these perspectives, taken together, unlock a deeper understanding of the processes that unfold in organizations and call attention to the materiality of sensemaking as important to understanding organizations.
Robert Cooper has developed a discourse of organizing, centered on relationality. It is a discourse grounded in third generation phenomenology and pointing to fourth generation phenomenology. Phenomenology in its first (Husserl) and second (Merleau-Ponty) generations developed the epoché (procedure of investigation) whereby research transcended the natural attitude and forged contact between the researched and the researcher. Progressively logocentric 're-presenting' was transcended in (third generation) phenomenology via empathy and intersubjective awareness. Phenomenological 'research' has become the creation of dialogic and empatic identity. Despite the potential richness of such research, the ethics of shared awareness and involvement continues to pose major problems of consequentiality. If research is based on empathy and relationship, how does the researcher do justice to relationality? Without a clear link between awareness and action, it is very difficult for phenomenology to develop as a dialogic form of organizational studies. Ontological insight into the pre-structures of the life-world, however philosophically fundamental, will not suffice. Phenomenological research understood as a complex adaptive system (CAS), is (potentially) an alternative that respects relationality and honors the ethics of empathy. But truly radical relationality - for instance, embodied in the (very) flesh of life --- (in fourth generation phenomenology), challenges the very possibility of organizational studies.