The Critical Business School and the University: A Case Study of Resistance and Co-optation
Can a school of ‘critical management studies’ survive in the context of a marketising university which relies heavily on business education for its income? This paper explores the case of a UK management school which attempted to do that and survived for 13 years with a clearly ‘critical’ project. A...
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| Published in: | Critical sociology Vol. 47; no. 7-8; pp. 1111 - 1124 |
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| Format: | Journal Article |
| Language: | English |
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London, England
SAGE Publications
01-11-2021
Sage Publications Ltd |
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| Abstract | Can a school of ‘critical management studies’ survive in the context of a marketising university which relies heavily on business education for its income? This paper explores the case of a UK management school which attempted to do that and survived for 13 years with a clearly ‘critical’ project. As someone who worked in the school, but left some time ago, I evaluate its successes and failures, concluding that the radicalism of its research and publication strategy was not paralleled by an understanding of the politics of the institution and its environment. This led to a posture of ‘defensive isolation’ which ultimately made the school vulnerable to changes in the strategies of senior university management. |
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| AbstractList | Can a school of ‘critical management studies’ survive in the context of a marketising university which relies heavily on business education for its income? This paper explores the case of a UK management school which attempted to do that and survived for 13 years with a clearly ‘critical’ project. As someone who worked in the school, but left some time ago, I evaluate its successes and failures, concluding that the radicalism of its research and publication strategy was not paralleled by an understanding of the politics of the institution and its environment. This led to a posture of ‘defensive isolation’ which ultimately made the school vulnerable to changes in the strategies of senior university management. |
| Author | Parker, Martin |
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| Cites_doi | 10.1177/135050849522013 10.4337/9781784713959 10.1086/430960 10.1177/1350507609104338 10.1093/oxfordhb/9780199237715.001.0001 10.1177/0896920507084618 10.1177/1350508413502646 10.2307/j.ctv56fgxx 10.1177/0018726714528254 10.1177/0950017012461838 10.1177/0896920520911703. 10.1177/0896920513501351 10.2307/j.ctvqhtj8 10.1177/0896920507084619 10.1093/oxfordhb/9780199237715.003.0028 10.1177/1350507620924162. 10.1515/9781400830862 10.56021/9780801855498 10.1016/j.futures.2016.10.005 10.2307/j.ctvvsqcb1 10.2307/799147 |
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| Issue | 7-8 |
| Keywords | engagement marketisation business school critical management studies management education |
| Language | English |
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| References | King, Learmonth 2015; 68 Hancock 2012; 34 Parker 2014; 21 Becker 1967; 14 Shatil 2020 Fish 2005; 31 Gaya, Brydon-Miller 2017; 94 Smith 2008; 34 Reedy, Learmonth 2009; 40 Brook, Darlington 2013; 27 Parker, Jary 1995; 2 Kilkauer 2015; 41 bibr26-0896920520950387 bibr9-0896920520950387 bibr21-0896920520950387 bibr13-0896920520950387 Prasad A (bibr22-0896920520950387) 2016 bibr5-0896920520950387 bibr12-0896920520950387 bibr14-0896920520950387 bibr27-0896920520950387 Slaughter S (bibr25-0896920520950387) 1999 Neary M (bibr17-0896920520950387) 2020 bibr15-0896920520950387 Alvesson M (bibr2-0896920520950387) 1992 bibr7-0896920520950387 Parker M (bibr18-0896920520950387) 2002 bibr10-0896920520950387 bibr1-0896920520950387 bibr23-0896920520950387 bibr3-0896920520950387 bibr19-0896920520950387 bibr20-0896920520950387 Douglas M (bibr8-0896920520950387) 1987 bibr16-0896920520950387 bibr11-0896920520950387 Aronowitz S (bibr4-0896920520950387) 2000 bibr6-0896920520950387 bibr24-0896920520950387 |
| References_xml | – volume: 21 start-page: 281 issue: 2 year: 2014 end-page: 292 article-title: University, Ltd: changing a business school publication-title: Organization contributor: fullname: Parker – volume: 68 start-page: 353 issue: 3 year: 2015 end-page: 375 article-title: Can critical management studies ever be ‘practical’? A case study in engaged scholarship publication-title: Human Relations contributor: fullname: Learmonth – volume: 41 start-page: 1103 issue: 7/8 year: 2015 end-page: 1119 article-title: What is managerialism? publication-title: Critical Sociology contributor: fullname: Kilkauer – volume: 14 start-page: 239 issue: 3 year: 1967 end-page: 247 article-title: Whose side are we on? publication-title: Social Problems contributor: fullname: Becker – volume: 94 start-page: 34 year: 2017 end-page: 44 article-title: Carpe the academy: dismantling higher education and prefiguring critical utopias through action research publication-title: Futures contributor: fullname: Brydon-Miller – volume: 40 start-page: 241 issue: 3 year: 2009 end-page: 258 article-title: Other possibilities? The contribution to management education of alternative organizations publication-title: Management Learning contributor: fullname: Learmonth – year: 2020 article-title: Managerialism – a new social order on the rise publication-title: Critical Sociology contributor: fullname: Shatil – volume: 31 start-page: 271 year: 2005 end-page: 285 article-title: Take this job and do it: administering the university without an idea publication-title: Critical Inquiry contributor: fullname: Fish – volume: 34 start-page: 9 issue: 1 year: 2012 end-page: 14 article-title: Critical management studies: an introduction publication-title: Critical Sociology contributor: fullname: Hancock – volume: 2 start-page: 319 issue: 2 year: 1995 end-page: 338 article-title: The McUniversity: organization, management and academic subjectivity publication-title: Organization contributor: fullname: Jary – volume: 34 start-page: 15 issue: 1 year: 2008 end-page: 28 article-title: Critical management studies: accountability and authenticity publication-title: Critical Sociology contributor: fullname: Smith – volume: 27 start-page: 232 issue: 2 year: 2013 end-page: 243 article-title: Partisan, scholarly and active: arguments for an organic public sociology of work publication-title: Work, Employment and Society contributor: fullname: Darlington – ident: bibr21-0896920520950387 doi: 10.1177/135050849522013 – volume-title: The Knowledge Factory: Dismantling the Corporate University and Creating True Higher Learning year: 2000 ident: bibr4-0896920520950387 contributor: fullname: Aronowitz S – ident: bibr1-0896920520950387 doi: 10.4337/9781784713959 – ident: bibr9-0896920520950387 doi: 10.1086/430960 – volume-title: The Companion to Critical Management Studies year: 2016 ident: bibr22-0896920520950387 contributor: fullname: Prasad A – ident: bibr23-0896920520950387 doi: 10.1177/1350507609104338 – volume-title: Critical Management Studies year: 1992 ident: bibr2-0896920520950387 contributor: fullname: Alvesson M – ident: bibr3-0896920520950387 doi: 10.1093/oxfordhb/9780199237715.001.0001 – ident: bibr11-0896920520950387 doi: 10.1177/0896920507084618 – ident: bibr19-0896920520950387 doi: 10.1177/1350508413502646 – ident: bibr27-0896920520950387 doi: 10.2307/j.ctv56fgxx – ident: bibr14-0896920520950387 doi: 10.1177/0018726714528254 – ident: bibr6-0896920520950387 doi: 10.1177/0950017012461838 – ident: bibr24-0896920520950387 doi: 10.1177/0896920520911703. – ident: bibr13-0896920520950387 doi: 10.1177/0896920513501351 – ident: bibr20-0896920520950387 doi: 10.2307/j.ctvqhtj8 – ident: bibr26-0896920520950387 doi: 10.1177/0896920507084619 – ident: bibr7-0896920520950387 doi: 10.1093/oxfordhb/9780199237715.003.0028 – volume-title: How Institutions Think year: 1987 ident: bibr8-0896920520950387 contributor: fullname: Douglas M – ident: bibr15-0896920520950387 doi: 10.1177/1350507620924162. – ident: bibr12-0896920520950387 doi: 10.1515/9781400830862 – volume-title: Against Management year: 2002 ident: bibr18-0896920520950387 contributor: fullname: Parker M – volume-title: Academic Capitalism: Policies, Politics and the Entrepreneurial University year: 1999 ident: bibr25-0896920520950387 doi: 10.56021/9780801855498 contributor: fullname: Slaughter S – ident: bibr10-0896920520950387 doi: 10.1016/j.futures.2016.10.005 – ident: bibr16-0896920520950387 doi: 10.2307/j.ctvvsqcb1 – volume-title: Student as Producer: How do Revolutionary Teachers Teach? year: 2020 ident: bibr17-0896920520950387 contributor: fullname: Neary M – ident: bibr5-0896920520950387 doi: 10.2307/799147 |
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| SubjectTerms | Business education Business schools Case studies Colleges & universities Critical theory Management Organizational research Radicalism Resistance |
| Title | The Critical Business School and the University: A Case Study of Resistance and Co-optation |
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