On tricksters and bricoleurs: methodologies of the imaginary for critical management innovation
Author
Blanco Gracia, AntonioAdvisor
Rodríguez Pomeda, JesúsEntity
UAM. Departamento de Organización de EmpresasDate
2015-03-17Subjects
Civilización contemporánea - Simbolismo - Tesis doctorales; Organizaciones - Innovaciones - Tesis doctorales; Cambio organizacional - Aspectos psicológicos - Tesis doctorales; Arquetipo (Psicología) - Tesis doctorales; EconomíaNote
Tesis doctoral inédita leída en la Universidad Autónoma de Madrid, Facultad de Ciencias Económicas y Empresariales, Departamento de Organización de Empresas. Fecha de lectura: 17-03-2015Abstract
Innovation of management has been a growing matter of interest inside and outside of academia. On the one hand, a significant number of practitioners (grouped under labels as agile, scrum, design thinking, radical management, sociocracy, etc.) and popular scholars (Gary Hamel, Julian Birkinshaw, Jo Owen, Roger Martin, etc.) have promoted the idea of overcoming traditional pillars of management. Despite some dazzling rhetoric of deconstruction and subversion of management control ideology, nor their research or methodologies are actually deconstructive, nor their proposed ―subversive practices‖ challenge significantly those power relations that grip organizations and prevent them to innovate their form of management. On the other hand, Critical Management Studies (CMS) has thoroughly applied actual deconstructive practices and unveiled all the procedures of management control ideology, but has not delivered actionable knowledge in order to transform management. To summarize in a stereotyped manner, mainstream academia is eager to perform but does not dare to critic while CMS is eager to critic but does not dare to perform.
This thesis applies the methodologies of the imaginary of French anthropologist Gilbert Durand to explore the concept of critical performativity, which has found both good and bad reception as a challenge of the anti-performativity stand of CMS. Gilbert Durand classification of images allows distinguishing three symbolic regimes in all human discourse: the schizomorphic (or heroic), the disseminatory (or dramatic), and the antiphrastic (or mystic). The analysis of the foundational articles of the critical performativity unveils that while the anti-performativity stand is supported by a heroic regime of the imaginary characterized by its dualism, the critical performativity proponents prefer a dramatic one that is characterized by its acceptance of paradox. In order to show how dramatic structures of the imaginary are the ones that are bringing societal transformations, Spanish Indignados collective and the Julian Assange and Mark Zuckerberg profiles as contemporary heroes of massive collaboration are analyzed. Those analyses show as well the potential contribution of Durand‘s methodologies of the imaginary to organization theory.
Finally, building on the epistemological and methodological consequences of adopting a dramatic imaginary, an approach for Critical Innovation of Management is prototyped as a
―bricolaged‖ theoretical unframer, instead of the usual theoretical framework. The prototype has the aim to show the possibilities of confronting productively mainstream scholar‘s eager to perform with CMS scholar‘s eager to critique.
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