Changing Institutions: Critical Management Studies as a Social Movement

Earlier versions of this chapter were presented at the Academy of Management Annual Conference, Hawaii, 2005 and at the European Group for Organization Studies Annual Conference, Bergen, 2006 and seminars at Imperial College London and the University of Warwick during 2007. The work involved as a panel member in the 2008 Research Assessment Exercise resulted in the draft being set aside. The invitation to contribute to this volume prompted me to return to it and update it. I would like to thank everyone who has participated in discussing, and providing comments on, the paper and to the editors of this collection for inviting me to contribute to it.

Getting Things Done

ISBN: 978-1-78190-954-6, eISBN: 978-1-78190-955-3

ISSN: 2046-6072

Publication date: 5 September 2013

Abstract

Originality/value

The chapter offers a fresh perspective on Critical Management Studies by representing it as a movement rather than as a specialist field of knowledge.

Keywords

Citation

Willmott, H. (2013), "Changing Institutions: Critical Management Studies as a Social Movement

Earlier versions of this chapter were presented at the Academy of Management Annual Conference, Hawaii, 2005 and at the European Group for Organization Studies Annual Conference, Bergen, 2006 and seminars at Imperial College London and the University of Warwick during 2007. The work involved as a panel member in the 2008 Research Assessment Exercise resulted in the draft being set aside. The invitation to contribute to this volume prompted me to return to it and update it. I would like to thank everyone who has participated in discussing, and providing comments on, the paper and to the editors of this collection for inviting me to contribute to it.

", Getting Things Done (Dialogues in Critical Management Studies, Vol. 2), Emerald Group Publishing Limited, pp. 123-163. https://doi.org/10.1108/S2046-6072(2013)0000002011

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013 Emerald Group Publishing Limited

To read the full version of this content please select one of the options below

You may be able to access this content by logging in via Shibboleth, Open Athens or with your Emerald account.
If you think you should have access to this content, click the button to contact our support team.