Modern organizational forms are subject to isomorphic processes (Di Maggio & Powell, 1983) that create a narrow range of organizational types. These types dominate discussion in the management literature, creating the impression that they represent the proper, advanced way to organize. As a consequence, critical scholars are calling for management research and education to become committed to praxis, “the ongoing construction of social arrangements that are conducive to the flourishing (our emphasis) of the human condition” (Prasad & Caproni, 1997, p. 288). According to this view, researchers should seek to generate knowledge of alternative social forms that provide options to organizational leaders. This chapter represents our attempt to do so.
Salipante, P. and Koury King, N. (2010), "Chapter 5 The Heart of Relational Organizing: Passion, Autonomy and Responsibility", Steyaert, C. and Van Looy, B. (Ed.) Relational Practices, Participative Organizing (Advanced Series in Management, Vol. 7), Emerald Group Publishing Limited, Bingley, pp. 77-102. https://doi.org/10.1108/S1877-6361(2010)0000007009Download as .RIS
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