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Handler's genealogy of postmodernism recounted in his address recognizes its origin in aesthetic disciplines and its somewhat viral transcription into social jurisprudence: “the postmodern concept of subversion developed first in language and literary theory, art, and architecture and then spread into politics and law” (1992a, p. 698). Although Handler's rejection of deconstruction stems from what he sees to be its political quiescence, its association with aesthetic critiques of modernism haunts his claims as one source of its essential conservatism. Aesthetic values, he implies, remain distant or distinct from pressing issues of political and social inequality.

Points out that traditional conceptions of accounting history and its achievements are being challenged by new accounting historians who are informed by radical philosophies and approaches to history. Suggests that this is a belated reflection of movements within the wider discipline of history which can be traced to the annalists in the 1930s and more recently to the influence of postmodernism. Observes that at issue between the traditional and new history are the importance of facts and the pursuit of truth by traditional historians, noting that new accounting historians have decried the reactionary effects of traditional history, which they propose to overcome by substituting accounting as an interested discourse for accounting as a neutral, socially sterile technique. Explains that, as the conventional form of historical writing, the narrative form also has been disparaged. Concludes by arguing that accounting historians should be tolerant of different approaches to accounting history.

The purpose of this paper is to invite educational managers and management educators to reflect critically on practice.

Using the point of Socrates' death, the paper suggests ways of reflecting on actions using ethically‐critical, socially‐critical, environmentally‐critical, politically‐critical and globally‐critical perspectives.

Ways and means are found of reflecting on actions with special reference to the concept of value and the unique nature of knowledge organizations.

The paper is of value in recommending a blend of Rawlsian egalitarian liberalism and Deweyan democratic and educative pragmatism to support ways of being critical in management education, research and in practice.

Peace is a very precious commodity. It is being concealed by a number of other goals. All the great living religions‐revealed or non‐revealed are strongly committed to peace. This is even more true for the three Abrahamic faiths‐Judaism, Christianity and finally Islam. Unfortunately, the history of world events during last few decades attests to the fact that there exist more suspicions, distrusts, enmity, hatred and anger among the believers belonging to these three faiths than the others. The reason being the primary goals pertaining to political, socio‐cultural and economic pursued by the Christian‐dominated West are predominated by the goal of supremacy and domination and not of coexistence and cooperation. In pursuing these goals the Christian including the Jewish dominated West are pursuing the philosophy of moneytheism, liberalism, modernism and secularism. The Muslims living either in their own lands or in the West being the victims of their own despotic and autocratic rulers and their Western sympathisers are forced to take recourse to equally unjust methods branded as terrorism. Having realised the need for peaceful coexistence, this paper advocates for a thorough transformation as far as the basic goals are concerned. In order to achieve this, the existing academic, cultural and religious institutions and media need to undergo transformation based on an acceptable moral education on behaviours, norms and practices.

Examines recent developments in organization theory and considers their relevance for personnel practitioners. Suggests that an important contribution of these developments has been their challenge to the authority of established analyses in which there has been a tendency to overlook the constructed and fundamentally political nature of this knowledge. More specifically, provides a critical appraisal of the work of Stewart Clegg and, in particular, his Modern Organizations. Argues that the commitment in earlier work to extend and enrich the analysis of organizations has been displaced and diluted in his examination of “things postmodern”. In Modern Organizations, the critical thrust of earlier books is blunted by an objectivism which dilutes or suspends their concerns in favour of an attempt to provide seemingly more refined or accurate maps of organizational reality. It is difficult to see how this move is compatible with a commitment to develop theory which by challenging established ways of thinking about organizing, may contribute to the fostering of less divisive and destructive organizational practices.

Introduces diversity management as managing the increased diversity of issues that confront humankind in contemporary organizational and societal affairs. Defines triple loop learning as being about the increase in the fullness and deepness of learning about the diversity of issues and dilemmas faced. Presents the contours of diversity management and triple loop learning. Sees the latter as the dénouement of single loop learning and of double loop learning. Provides a “quickmap” of the contours of diversity management and triple loop learning.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.