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Tamara: Journal for Critical Organization Inquiry

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Year 2006 
Volume 5 
Issue 2

Beyond old horizons: Theorising the rhythms of social reproduction

Sammy Toyoki
Warwick Business School

Andre Spicer
Warwick Business School

Richard Elliott
Warwick Business School

2006 5 (2) Tamara: Journal for Critical Organization Inquiry

Article contents

Abstract

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

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APA style

Toyoki, Sammy & Spicer, Andre & Elliott, Richard (2006). Beyond old horizons: Theorising the rhythms of social reproduction. (2006). Beyond old horizons: Theorising the rhythms of social reproduction. Tamara: Journal For Critical Organization Inquiry, 5(2), 96-115. (Original work published 2006)

MLA style

Toyoki, Sammy and Spicer, Andre and Elliott, Richard. “Beyond Old Horizons: Theorising The Rhythms Of Social Reproduction”. 2006. Tamara: Journal For Critical Organization Inquiry, vol. 5, no. 2, 2006, pp. 96-115.

Chicago style

Toyoki, Sammy and Spicer, Andre and Elliott, Richard. “Beyond Old Horizons: Theorising The Rhythms Of Social Reproduction”. Tamara: Journal For Critical Organization Inquiry, Tamara: Journal for Critical Organization Inquiry, 5, no. 2 (2006): 96-115.

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