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The current study explores the ambiguity of accounting technique in the context of a historical study of the Canadian Indian Department under the direction of Deputy Superintendent D.C. Scott at the beginning of the 20th century. Starting from the work of Bauman and his commentators, we argue that modernity viewed as a set of practices and thought patterns, facilitates bureaucratic constructions of the “Indian problem” In turn, this cultural milieu and bureaucratic construction operated as an ideological circle, encouraging the use of accounting techniques of governance that permitted both the distancing of bureaucrats from indigenous peoples and the downplaying of other vantage points. However, as our analysis highlights, numerical re‐presentations also provided the tools and rhetorical spaces for challenges to government policy.

This chapter draws upon the sociological concept of rationalization to explore the role and practice of sports medicine. It highlights attempts by the profession to create a rationalized model of health care for sports participants – particularly those involved in high-performance sports settings and the enabling and constraining elements of its enactment.

The chapter explains how changes in the organization of sports medicine have dovetailed with the increasing rationalization of sport which has been significant in enacting changes in sports medicine that are aligned with a more rationalized model of care.

Key findings from the literature highlight the difficulties of implementing rationalized health care policy into practice. Specifically, the chapter examines macro-organizational changes to the structure of sports medicine and the extent to which sports medicine represents a rationalized model of health care by virtue of micro-organizational constraints.

While the discussion draws upon a breadth of research by sociologists of sport who have examined sports medicine practices, the chapter draws heavily on the UK model of sports medicine care in high-performance sport and thus the conclusions may not be wholly transferable to non-UK and non-sports contexts.

In a U.S. invested enterprise in China, the receptivity of Chinese employees to a participative work environment was examined. Structural equation analysis indicated support for a model in which job satisfaction mediates the relationships between elements of a participative work environment (i.e., tasks performed, the relationships individuals had with their work groups, and the nature of the decision making processes) and employee willingness to cooperate with co‐workers and intention to quit. Task interdependence also had a direct relationship with willingness to cooperate.

This paper develops an argument about how contentious changes unfold in organizational fields, focusing on the role of uncertainty – and the networks people use to address uncertainty. We propose that as controversial practice gains traction and spreads, the nature of uncertainty facing organizational decision makers also evolves. This dynamic has important implications for how different actors and networks can influence change. We illustrate our argument with a mixed-methods case study on the diffusion of domestic partner benefits across US Fortune 500 companies. Our findings shed light on how – and when – social activists, corporate elites, and middle managers can influence the corporate decision-making process.

To consider Critical Management Studies as a social movement.

The purpose is fulfilled by reflecting upon the history of Critical Management Studies by reference to social movement theory, institutional theory and the social theory of hegemony.

Critical Management Studies is plausibly understood as a social movement.

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

This conceptual paper focuses on trust and its context. Previous research indicates the importance of the specific‐situational nature of trust, which is affected by both interpersonal and organizational contextual factors. Hypotheses are formulated, and they revolve around trust and various interpersonal and organizational contextual variables. The interpersonal contextual factors included are the types of trustor‐trustee relationships, ethnicity of the trustors and trustees, perceived inequity, and the importance of a cooperative or noncooperative act to the receiving party. The organizational contextual factors included are politics, ownership structure, and organizational form. In addition to main effects, some of these variables may have interaction effects on trust. Also, the organizational contextual variables mediated by the interpersonal contextual variables may have indirect effects on trust.