Search results

After reviewing cultural heritage institutions; crowdsourcing initiatives and tension between univocal and multivocal views of those who interact with cultural expressions, this paper argues that to support vibrant and effective crowdsourcing communities while ensuring the quality of the work of crowdsourcing project volunteers it is essential to reevaluate and transform the traditional univocal, top-down approach to representation and organization. The paper aims to discuss these issues.

This conceptual paper applies Foucault’s power–knowledge construct and theories of representation to the processes and practices employed in cultural heritage crowdsourcing projects.

Viewed through the Foucauldian lens, cultural heritage professionals are regarded as active parts of the power–knowledge relationship due to their direct engagement in the representation, organization and dissemination of knowledge, exercised not only through the traditional role of cultural heritage institutions as gatekeepers of knowledge but, more importantly, through the power of representation and organization of the cultural heritage.

This paper provides a theoretical understanding of cultural heritage crowdsourcing initiatives and proposes a framework for multivocal representation of cultural heritage expressions in which the voices of volunteers have the same validity as the voices of cultural heritage professionals.

This conceptual paper aims to elucidate and explore the implications for critical accounting and management of some of the ethical dimensions of Foucault's thought, hitherto comparatively neglected by critical scholars.

Foucault's late works are read as offering a view of the cultivation of ethical agency through the work of the self on the self, through care of the self, which at least implicitly gives priority to care for the other. This notion of moral agency is situated in the context of the broad spectrum of Foucault's influence on critical accounting and management thought, and its significance for professional responsibility in the workplace is explored.

It was found that the accounting and management scholarship that has drawn on Foucault's work on care of the self tends to marginalize its ethical dimension, in particular by neglecting the role of openness to, and responsibility for, the other, in the processes of ethical self‐creation.

It is emphasised that in his later works Foucault puts responsiveness to difference and responsibility for the other at the centre of his ethical project of the self, and it is argued that this opening up of the moral dimension in his work has the potential to enrich the ways in which critical scholarship addresses issues such as professional agency and responsibility, identity politics, and governance in the workplace.

Purpose – The purpose of this chapter is to illustrate that when produced through relations of power, West Nile virus (WNV), as it exists on the Public Health Agency of Canada's (PHAC) website, is an effect of the kinds of knowledge, techniques of power, and disciplinary apparatuses that operate on the website and in society.

Methodology/approach – The approach used in the in-depth research project which informs this chapter is an elaboration of Michel Foucault's work on relations of power which offers an effective way of studying the PHAC's website as a collection of authoritative knowledges and as a product of a set of systems, structures, and processes which have helped to assemble and distribute knowledge about WNV.

Findings – The findings discussed in this chapter offer a critical reading of the PHAC's overall production of WNV, focusing particularly on its initial emergence starting in 2001. Cumulatively, this chapter argues that myriad relations of power have produced WNV as a bio-socio-administrative construct.

Contribution to the field – This research illustrates one way that Foucault's theories of power can be used to conduct a critical analysis of both the discursive and material dimensions of the production of contemporary public health issues. Such an approach is useful to scholars who wish to place the emergence of a disease phenomenon within political, institutional, economic, cultural, and social relations of power; thereby drawing attention to how specific spaces, places, individuals, and institutions contribute to the production of contemporary health alarms.

The purpose of this paper is to engage knowledge management (KM) researchers and practitioners with Foucault’s power/knowledge lens as a way of thinking about and recognising the central role of power in organisational knowledge cultures.

The empirical illustrations in this paper are drawn from two qualitative studies in different professional and institutional contexts (insurance and theatre work). Both studies used in-depth interviews and discourse analysis as their principal methods of data collection and analysis.

The empirical examples illustrate how practitioners operate within complex power/knowledge relations that shape their practices of knowledge sharing, generation and use. The findings show how an application of the power/knowledge lens renders visible both the constraining and productive force of power in KM.

Researchers may apply the conceptual tools presented here in a wider variety of institutional and professional contexts to examine the complex and multifaceted role of power in a more in-depth way.

KM professionals will benefit from an understanding of organisational power/knowledge relations when seeking to promote transformational changes in their organisations and build acceptance for KM initiatives.

This paper addresses a gap in the literature around theoretical and empirical discussions of power as well as offering an alternative to prevailing resource-based views of power in KM.

This chapter explicates the theoretical basis and contribution of poststructuralism to the study of strategy and strategic management. More specifically, it focuses upon Foucauldian analysis which is contrasted to rationalist and interpretivist studies. Foucauldian analysis is not regarded as a corrective but as an addition to these established approaches to studying strategy. Notably, Foucault's work draws attention to how discourse constitutes, disciplines and legitimizes particular forms of executive identity (‘strategists’) and management practice (‘strategizing’). We highlight how Foucault's poststructuralist thinking points to unexplored performative effects of rationalist and interpretivist studies of strategy. Foucault is insistent upon the indivisibility of knowledge and power, where relations of power within organizations, and in academia, are understood to rely upon, but also operate to maintain and transform, particular ‘discourses of truth’ such as the discourses of ‘shareholder value’ and ‘objectivity’. Discourse, in Foucauldian analysis, is not a more or less imperfect, or ineffective, means of representing objects such as strategy. Rather, it is performative in, for example, producing the widely taken-or-granted truth that ‘organization’ is separate from ‘environment’. In turn, the production of this distinction is seen to enable and sanction particular and, arguably, predatory forms of knowledge, in which the formulation and application of strategy is represented as neutral, mirror-like and/or functional.

Postmodernist ideas – most particularly those of Foucault but also those of Latour, Derrida and Barthes – have had a much longer presence in accounting research than in other business disciplines. However, in large part, the debates in accounting history and management history, have moved in parallel but separate universes. The purpose of this study is therefore one of exploring not only critical accounting understandings that are significant for management history but also one of highlighting conceptual flaws that are common to the postmodernist literature in both accounting and management history.

Foucault has been seminal to the critical traditions that have emerged in both accounting research and management history. In exploring the usage of Foucault’s ideas, this paper argues that an over-reliance on a set of Foucauldian concepts – governmentality, “disciplinary society,” neo-liberalism – that were never conceived with an eye to the problems of accounting and management has resulted in not only in the drawing of some very longbows from Foucault’s formulations but also misrepresentations of the French philosophers’ ideas.

Many, if not most, of the intellectual positions associated with the “Historic Turn” and ANTi-History – that knowledge is inherently subjective, that management involves exercising power at distance, that history is a social construct that is used to legitimate capitalism and management – were argued in the critical accounting literature long before Clark and Rowlinson’s (2004) oft cited call. Indeed, the “call” for a “New Accounting History” issued by Miller et al. (1991) played a remarkably similar role to that made by Clark and Rowlinson in management and organizational studies more than a decade later.

This is the first study to explore the marked similarities between the critical accounting literature, most particularly that related to the “New Accounting History” and that associated with the “Historic Turn” and ANTi-History in management and organizational studies.

Examines and discusses the contribution to the analysis of HRM of those scholars who have sought to make use of the thought of Michel Foucault. Sympathetic to the achievements of Foucauldian studies but emphasising the different ways in which Foucault’s thought has been put to use, goes on to consider the critical debate that has subsequently emerged. An important objective is to offer a reading of Foucault that draws attention to certain features of his thought which appear to have been marginalised in recent debate. Against the critics and by rereading Foucault, the suggestion that “Foucauldianism” necessarily leads inter alia to a denial of the significance of legal and economic powers and relations in the employment relationship, to a postmodern indifference to forms of evidence and proof in analysis, is called into question. Accepting the plausibility of at least some of the criticisms levelled at Foucauldianism by the critics, goes on to argue that Foucauldians might equally benefit from revisiting Foucault. Argues in favour of the particular benefits of further reflection on the spirit of enquiry that animates Foucault’s project and his role as an engaged intellectual. The suggestion is that Foucauldians need to play a more active role in public debate, circulating their critical knowledge and analyses beyond the academy.

Knowledge, as represented in the history of ideas and in studies of knowledge paradigms and bibliographical structures, appears coherent and rationalistic. By examining the work of the French historian and philosopher Michel Foucault, this view is discussed. Special attention is given, in any cultural or scientific interpretation of an age, to the need to get behind the dominant or hegemonistic body of institutionalized and documented knowledge. We need to investigate the assumptions and underlying influences on the ways in which discourse embody and shape meanings. What preconceptually underpins, we might ask, what people know as knowledge. Important links between language, truth and power are examined, and these are major concerns for Foucault. It is argued that Foucault's ‘archaeological’ and ‘genealogical’ insights into the nature of warranted knowledge are crucial for an understanding of the communication process and the knowledge‐organizing activities of information specialists.

The purpose of this paper is to investigate the dynamics that underlie contradictions and paradoxes in organizational change over time. Little research has explored the role of contradictions and paradoxes in the continuous cycle of organizing, which are simultaneously embedded in the process and outcomes of organizational change. An encompassing framework, based on the thinking of Michel Foucault, more fully captures both the paradoxical roots and the effects of organizational change.

An in‐depth qualitative case study of an IT‐based organizational change in a company offers a clear longitudinal analysis, based on 31 semi‐structured interviews and direct field observation.

The Foucauldian framework deepens understanding of organizational change and its underlying dynamics by highlighting contradictions and paradoxes as both the medium and the outcome of the organizing process over time. The organizing process evolves through power‐knowledge relations, which are forces that provide the energy to make change possible.

The findings indicate the need for further research to develop insight into Foucauldian concepts, such as by replicating the proposed methodology in other companies or with other types of organizational change.

This paper is of managerial interest for various corporate players (management, human resources, information management) who must understand what underlies employees' acceptance of organizational change.

The proposed conceptual model can help interpret the role of contradictions and paradoxes in the organizing process. The strength of this “political model of organizational change” is that it can be combined with other perspectives, such as change management, to explore how organizations drive change and how managers can integrate contradictions and paradoxes in change management to help the organization further evolve.